This document discusses analyzing an organization's resources and capabilities. It addresses two main issues: how resources can deliver value added and profits, and which resources provide competitive advantage. The analysis considers both value added, by exploring how an organization transforms inputs into outputs, and competitive advantage, by finding special resources that enable it to compete sustainably. Key questions relate to identifying an organization's resources and capabilities, their importance in strategy, improving competitive advantage, and other important company resources.
This document provides an overview of internal analysis for strategic planning. It discusses analyzing a company's resources, capabilities, core competencies, value chain, organizational culture and structure, and product portfolio. Key points include:
- Internal analysis evaluates a company's resources, capabilities, value chain configuration and coordination, culture and structure, and product performance.
- Resources include financial, physical, human, technological, and informational assets. Capabilities are industry skills and knowledge. Core competencies are unique combinations that generate competitive advantage.
- Value chain analysis examines how activities add value. The value system looks at interactions with suppliers, distributors and customers. Configuration considers activity locations and coordination manages linkages.
- Organ
The document discusses various frameworks for analyzing a company's strategic capabilities, including its resources, competencies, core competencies, and thresholds and distinctive capabilities. It also covers tools for diagnosing strategic capabilities such as benchmarking, value chain analysis, value networks, and activity system mapping. Finally, it discusses managing strategic capabilities through internal and external development, ceasing non-core activities, and monitoring outputs and benefits.
Business analysis tips as per Gabrielle Rusignuolo are helpful in our growth of business. These business analysis tips are beneficial for promoting our business and take it at top most.
The document discusses analyzing an organization's resources and competitive advantage. It defines resources as human, financial and operational means that organizations use to create value for employees, governments, shareholders, etc. Analyzing resources involves understanding how they deliver profits and competitive ability. Key success factors in an industry are the essential resources, skills and attributes needed for market success. These include considering customers, competition and the organization's own capabilities. Adding value is important for commercial organizations and involves increasing output value or lowering input costs. The value chain and value system models show how activities within and across organizations link to add value through production, distribution and customers.
Internal scanning involves analysing a company's internal resources and capabilities. This includes identifying resources that provide competitive advantage according to the VRIO framework. Resources must be valuable, rare, difficult to imitate, and the company must be organized to exploit them. The document discusses evaluating resources against a company's past performance, competitors, and industry averages. It also discusses using a resource-based approach involving identifying, combining, appraising, selecting strategies for, and upgrading resources and capabilities. Corporate culture and value chain analysis are important parts of internal scanning to identify strengths and weaknesses within a company.
Internal analysis evaluates an organization's resources, capabilities, core competencies, value chain configuration, and cultural and structural characteristics. It involves analyzing the organization's tangible and intangible assets, industry-specific skills, relationships between value-adding activities, and global product performance to understand sources of competitive advantage. Proper configuration and coordination of activities internationally is key to leveraging these internal factors globally.
Strategic management chapter 5 and 6 note for bba viiSanjeev Bhandari
The document discusses evaluating company resources and competitive capabilities. It identifies various types of strengths a company can have, including skills, physical and organizational assets, intangible assets, and competitive capabilities. Strengths are evaluated based on how hard they are to copy, how long they last, and how superior they are to competitors. Weaknesses and deficiencies are also identified. The document discusses identifying market opportunities and threats to a company. It evaluates assessing whether a company's costs are competitive through tools like strategic cost analysis and value chain analysis. Reasons for cost differences between companies are provided. The document defines strategic options like generic strategies, grand strategies, low-cost strategy, differentiation strategy, best-cost strategy, focus strategy, and various
This document discusses analyzing a company's internal organization. It describes how globalization has reduced the importance of traditional competitive advantages like labor costs. Instead, firms must create value by leveraging resources into capabilities and core competencies. The document outlines different types of tangible and intangible resources a firm can have. It also discusses how capabilities are formed from combining resources and how core competencies provide sustainable competitive advantages. Value chain analysis and outsourcing are presented as tools to help firms identify value-creating competencies.
This document provides an overview of internal analysis for strategic planning. It discusses analyzing a company's resources, capabilities, core competencies, value chain, organizational culture and structure, and product portfolio. Key points include:
- Internal analysis evaluates a company's resources, capabilities, value chain configuration and coordination, culture and structure, and product performance.
- Resources include financial, physical, human, technological, and informational assets. Capabilities are industry skills and knowledge. Core competencies are unique combinations that generate competitive advantage.
- Value chain analysis examines how activities add value. The value system looks at interactions with suppliers, distributors and customers. Configuration considers activity locations and coordination manages linkages.
- Organ
The document discusses various frameworks for analyzing a company's strategic capabilities, including its resources, competencies, core competencies, and thresholds and distinctive capabilities. It also covers tools for diagnosing strategic capabilities such as benchmarking, value chain analysis, value networks, and activity system mapping. Finally, it discusses managing strategic capabilities through internal and external development, ceasing non-core activities, and monitoring outputs and benefits.
Business analysis tips as per Gabrielle Rusignuolo are helpful in our growth of business. These business analysis tips are beneficial for promoting our business and take it at top most.
The document discusses analyzing an organization's resources and competitive advantage. It defines resources as human, financial and operational means that organizations use to create value for employees, governments, shareholders, etc. Analyzing resources involves understanding how they deliver profits and competitive ability. Key success factors in an industry are the essential resources, skills and attributes needed for market success. These include considering customers, competition and the organization's own capabilities. Adding value is important for commercial organizations and involves increasing output value or lowering input costs. The value chain and value system models show how activities within and across organizations link to add value through production, distribution and customers.
Internal scanning involves analysing a company's internal resources and capabilities. This includes identifying resources that provide competitive advantage according to the VRIO framework. Resources must be valuable, rare, difficult to imitate, and the company must be organized to exploit them. The document discusses evaluating resources against a company's past performance, competitors, and industry averages. It also discusses using a resource-based approach involving identifying, combining, appraising, selecting strategies for, and upgrading resources and capabilities. Corporate culture and value chain analysis are important parts of internal scanning to identify strengths and weaknesses within a company.
Internal analysis evaluates an organization's resources, capabilities, core competencies, value chain configuration, and cultural and structural characteristics. It involves analyzing the organization's tangible and intangible assets, industry-specific skills, relationships between value-adding activities, and global product performance to understand sources of competitive advantage. Proper configuration and coordination of activities internationally is key to leveraging these internal factors globally.
Strategic management chapter 5 and 6 note for bba viiSanjeev Bhandari
The document discusses evaluating company resources and competitive capabilities. It identifies various types of strengths a company can have, including skills, physical and organizational assets, intangible assets, and competitive capabilities. Strengths are evaluated based on how hard they are to copy, how long they last, and how superior they are to competitors. Weaknesses and deficiencies are also identified. The document discusses identifying market opportunities and threats to a company. It evaluates assessing whether a company's costs are competitive through tools like strategic cost analysis and value chain analysis. Reasons for cost differences between companies are provided. The document defines strategic options like generic strategies, grand strategies, low-cost strategy, differentiation strategy, best-cost strategy, focus strategy, and various
This document discusses analyzing a company's internal organization. It describes how globalization has reduced the importance of traditional competitive advantages like labor costs. Instead, firms must create value by leveraging resources into capabilities and core competencies. The document outlines different types of tangible and intangible resources a firm can have. It also discusses how capabilities are formed from combining resources and how core competencies provide sustainable competitive advantages. Value chain analysis and outsourcing are presented as tools to help firms identify value-creating competencies.
The document discusses methods for evaluating a company's internal resources and capabilities. It describes conducting an internal environmental scan to assess strengths and weaknesses. Three main methods are outlined: resource/capabilities analysis, value chain analysis, and McKinsey 7S framework. The value chain analysis examines primary and support activities to analyze costs. The 7S framework analyzes seven internal elements: strategy, structure, systems, shared values, style, staff, and skills. Conducting an internal analysis can help a company leverage its core competencies and develop sustainable competitive advantages.
Assessing the internal environment of the firmMohsinAhmed122
Value chain analysis views a firm as comprising primary and support activities that collectively create value. Primary activities include inbound logistics, operations, outbound logistics, marketing and sales, and service. Support activities include procurement, technology development, human resource management, and general administration. Together these activities aim to deliver maximum value at minimum cost. Firms assess their value chains to identify areas for improvement and competitive advantage.
Strategic Management-Strategy and Culture.pptxLearnX365
Strategy is the blueprint that guides an organization toward achieving its long-term goals. It defines where the organization wants to go and how it plans to get there.
Culture, on the other hand, is the set of shared values, beliefs, and behaviours that shape the way individuals within the organization interact and work. The relationship between these two elements is integral to strategic management.
Value chain analysis provides a framework to analyze the internal activities and costs of a company and how they contribute to competitive advantage. It involves breaking a company down into strategically relevant activities and examining the costs and value of each. This helps identify opportunities to lower costs or increase customer value through changes to activities. Conducting a value chain analysis involves setting up activity classifications, analyzing costs and customer value per activity, and using the insights to inform strategic decision making around activities.
Discuss the relationships between competitive avantage, istinctive c.pdfinfo706022
Discuss the relationships between competitive avantage, istinctive compentencies, resources,an
capabilities.
Solution
Resources
The activities and processes of the organization utilize certain assets. These assets are called
resources. These resources can be created within the organization. They form the internal
resources. Such generated resources are organization-specific. Otherwise they could be obtained
externally from the suppliers available in the resource markets. They form the external resources.
The externally obtained resources are organization-addressable. In addition resources can be
categorised as specific or non-specific. Those resources which can only be used for extremely
specialized intentions and are significant to the organization in adding value to goods and
services are called specific resources.
Resources
Resources of the firm can include all assets, capabilities, organizational processes, firm
attributes, information and knowledge. In short resources can be considered as inputs that
facilitate the organization to perform its activities.
All resources that an organization has may not have strategic relevance. Only certain resources
are capable of being an input to a value creating strategy which put the organization in a position
of competitive advantage. An organization’s resource should have four attributes to provide the
potential for competitive advantage. These form the VRIN characteristics.
The VRIN characteristics
The important features for a resource to be strategically important are as below
The VRIN characteristics mentioned above are individually necessary for the resources to be
valuable.
Non-specific resources are less specific and are less significant in adding value. Also resources
can be broadly classified as tangible and intangible. The physical assets that an organization
possesses are called tangible resources. The physical resources, human resources and final
resources come under this category.
The intellectual resources, technological resources and the organizational reputation together
form the intangible resources. The patents and copyrights of the organization are typical
examples of intellectual resources. The innovation capacity and innovation speed are examples
of technological resources. Reputation is basically good-will that the organization has acquired
among the customers. It is a critical resource of an organization.
Competencies
An organization should posses some characteristics in order to have the ability to compete with
other organizations in the market place. These characteristics form the competencies of the
organization. For any organization to survive in an industry competencies are must. At the same
time competencies cannot be useful to an organization when they stand alone. It is when they
combine together in the right combination that they help the organization to attain competitive
advantage. For instance consider an information technology organization. For this to compete in
t.
Strategic management involves determining an organization's long-term goals and plans. It includes analyzing the internal and external environment, formulating strategies, implementing strategies, and evaluating performance. Key aspects of strategic management include identifying the mission and objectives, conducting a SWOT analysis, developing corporate and business-level strategies around areas like growth, stability, and competitive advantage. Current issues involve e-business strategies, customer service strategies, and innovation strategies. Strategic flexibility is the ability to adapt strategies in response to changes in the external environment.
This document discusses various approaches to conducting an internal analysis of an organization, including: (1) value chain analysis to assess cost competitiveness, (2) competitive strength assessment to evaluate strengths and weaknesses against rivals, (3) internal audit of functional areas, (4) internal environmental analysis, and (5) capabilities assessment profile. The capabilities assessment profile involves identifying core competencies and distinctive capabilities that provide competitive advantages and are difficult for competitors to imitate. Conducting an thorough internal analysis allows an organization to leverage its strengths and address its weaknesses.
This document discusses value chain analysis and why it is important for e-learning institutions. It introduces value chain analysis as a framework to help institutions determine competitive advantages to pursue and how to pursue them. It also discusses analyzing an organization's internal value chain and the five competitive forces within an industry. Value chain analysis examines activities that create competitive advantages and identifies which are best handled by the organization versus outsourced. The conclusion states that value chain analysis can help managers identify linkages between value activities, think in terms of processes, identify potential alliances, and understand cost drivers.
MF strategic marketing slides competitive advantage MFFuNk IN
This document discusses corporate strategy components and issues, including scope, objectives, development strategy, resource allocation, and sources of synergy. It also covers competitive advantage, defining it as creating value for customers that exceeds a firm's costs. Firms can achieve competitive advantage through cost leadership or differentiation. The value chain is discussed as analyzing where value is added across a firm's activities from raw materials to final consumers. Core competencies, which provide competitive advantage, are expertise in areas that can be applied widely and are difficult for competitors to imitate.
The document discusses organizational analysis, which involves identifying a firm's resources, capabilities, core competencies, and distinctive capabilities. It provides definitions and examples of each. Organizational resources include financial, physical, human, intangible, and structural/cultural assets. Capabilities refer to how efficiently a firm transforms resources into products/services. Core competencies are skills central to a firm's strategy and profitability. Distinctive capabilities allow competitive advantage. A value chain analysis examines how well activities create customer value relative to competitors.
The document discusses Michael Porter's value chain analysis framework. It describes how the value chain depicts how customer value is created through a series of activities from inputs to outputs. A value chain analysis examines each subsystem and activity in a supply chain to deliver maximum value at lowest cost. The chain consists of primary activities like inbound logistics, operations, outbound logistics, marketing and sales, and service, as well as support activities that support the primary activities. Analyzing a firm's value chain compared to competitors can reveal sources of competitive advantage. The analysis is used to identify strengths, weaknesses, and opportunities to improve value creation.
The document discusses value chain analysis and the internal environment of an organization. It defines value chain analysis as describing the primary and support activities of a business and how they relate to competitive strength. Primary activities directly involve creating and delivering a product or service, while support activities increase effectiveness and efficiency. Value chain analysis can identify which activities a business should undertake itself and which it should outsource. The internal environment consists of an organization's resources and capabilities in the form of its value chain. It involves identifying competencies and competitive advantages.
The document discusses Porter's three generic strategies of cost leadership, differentiation, and focus. It describes how cost leadership can be achieved through high asset turnover, low operating costs, and supply chain control. Examples provided are Air Deccan and Tata Nano. Differentiation is achieved through unique product features that customers perceive as worth a premium price. Examples include Hero Honda and Apple. Focus strategy targets a niche market segment through either low costs or differentiation tailored to that segment's needs, like BMW targeting a luxury niche.
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.
The document discusses strategy and organization design. It describes strategic intent as directing an organization's energies toward a focused goal. It also discusses Porter's five forces model and Miles and Snow's strategy typology for formulating strategy. Organization design must support the competitive strategy. The document also discusses approaches for assessing organizational effectiveness, including goal-based, resource-based, internal process, and strategic constituents approaches.
This document discusses strategic analysis tools that firms use to understand their competitive environment. It describes Porter's Five Forces framework for analyzing industry competition and identifies the five competitive forces as industry rivalry, threat of new entrants, threat of substitutes, power of suppliers, and power of buyers. It also discusses the SWOT analysis tool for evaluating a firm's internal strengths and weaknesses as well as external opportunities and threats. Finally, it introduces the VRIO framework for assessing whether a firm's resources and capabilities can be sources of competitive advantage.
Unit-3 VALUE CHAIN OF FOREST PRODUCTS BASED ENTERPRISES.pptxNabarajUpadhaya
The value chain approach examines all activities involved in bringing a product from conception to end markets. It identifies participants at each stage and their strengths/weaknesses. For forest enterprises, value chain analysis helps add value, identify problems, improve quality and market access, reduce costs, strengthen linkages among actors, and inform policy/decision making. It provides insights to develop strategies that increase benefits for all stakeholders in the chain.
The document provides an overview of analyzing a company's internal environment and strategy. It discusses the key questions to ask, including how well the current strategy is working, the company's strengths/weaknesses/opportunities/threats (SWOT analysis), whether prices and costs are competitive, how the company compares to rivals, and what strategic issues need attention. It also covers tools like value chain analysis, benchmarking, and the BCG matrix to evaluate different aspects of the company's strategy and competitive positioning. The overall aim is to conduct a thorough internal analysis of the business to inform strategic decision making.
The document discusses methods for evaluating a company's internal resources and capabilities. It describes conducting an internal environmental scan to assess strengths and weaknesses. Three main methods are outlined: resource/capabilities analysis, value chain analysis, and McKinsey 7S framework. The value chain analysis examines primary and support activities to analyze costs. The 7S framework analyzes seven internal elements: strategy, structure, systems, shared values, style, staff, and skills. Conducting an internal analysis can help a company leverage its core competencies and develop sustainable competitive advantages.
Assessing the internal environment of the firmMohsinAhmed122
Value chain analysis views a firm as comprising primary and support activities that collectively create value. Primary activities include inbound logistics, operations, outbound logistics, marketing and sales, and service. Support activities include procurement, technology development, human resource management, and general administration. Together these activities aim to deliver maximum value at minimum cost. Firms assess their value chains to identify areas for improvement and competitive advantage.
Strategic Management-Strategy and Culture.pptxLearnX365
Strategy is the blueprint that guides an organization toward achieving its long-term goals. It defines where the organization wants to go and how it plans to get there.
Culture, on the other hand, is the set of shared values, beliefs, and behaviours that shape the way individuals within the organization interact and work. The relationship between these two elements is integral to strategic management.
Value chain analysis provides a framework to analyze the internal activities and costs of a company and how they contribute to competitive advantage. It involves breaking a company down into strategically relevant activities and examining the costs and value of each. This helps identify opportunities to lower costs or increase customer value through changes to activities. Conducting a value chain analysis involves setting up activity classifications, analyzing costs and customer value per activity, and using the insights to inform strategic decision making around activities.
Discuss the relationships between competitive avantage, istinctive c.pdfinfo706022
Discuss the relationships between competitive avantage, istinctive compentencies, resources,an
capabilities.
Solution
Resources
The activities and processes of the organization utilize certain assets. These assets are called
resources. These resources can be created within the organization. They form the internal
resources. Such generated resources are organization-specific. Otherwise they could be obtained
externally from the suppliers available in the resource markets. They form the external resources.
The externally obtained resources are organization-addressable. In addition resources can be
categorised as specific or non-specific. Those resources which can only be used for extremely
specialized intentions and are significant to the organization in adding value to goods and
services are called specific resources.
Resources
Resources of the firm can include all assets, capabilities, organizational processes, firm
attributes, information and knowledge. In short resources can be considered as inputs that
facilitate the organization to perform its activities.
All resources that an organization has may not have strategic relevance. Only certain resources
are capable of being an input to a value creating strategy which put the organization in a position
of competitive advantage. An organization’s resource should have four attributes to provide the
potential for competitive advantage. These form the VRIN characteristics.
The VRIN characteristics
The important features for a resource to be strategically important are as below
The VRIN characteristics mentioned above are individually necessary for the resources to be
valuable.
Non-specific resources are less specific and are less significant in adding value. Also resources
can be broadly classified as tangible and intangible. The physical assets that an organization
possesses are called tangible resources. The physical resources, human resources and final
resources come under this category.
The intellectual resources, technological resources and the organizational reputation together
form the intangible resources. The patents and copyrights of the organization are typical
examples of intellectual resources. The innovation capacity and innovation speed are examples
of technological resources. Reputation is basically good-will that the organization has acquired
among the customers. It is a critical resource of an organization.
Competencies
An organization should posses some characteristics in order to have the ability to compete with
other organizations in the market place. These characteristics form the competencies of the
organization. For any organization to survive in an industry competencies are must. At the same
time competencies cannot be useful to an organization when they stand alone. It is when they
combine together in the right combination that they help the organization to attain competitive
advantage. For instance consider an information technology organization. For this to compete in
t.
Strategic management involves determining an organization's long-term goals and plans. It includes analyzing the internal and external environment, formulating strategies, implementing strategies, and evaluating performance. Key aspects of strategic management include identifying the mission and objectives, conducting a SWOT analysis, developing corporate and business-level strategies around areas like growth, stability, and competitive advantage. Current issues involve e-business strategies, customer service strategies, and innovation strategies. Strategic flexibility is the ability to adapt strategies in response to changes in the external environment.
This document discusses various approaches to conducting an internal analysis of an organization, including: (1) value chain analysis to assess cost competitiveness, (2) competitive strength assessment to evaluate strengths and weaknesses against rivals, (3) internal audit of functional areas, (4) internal environmental analysis, and (5) capabilities assessment profile. The capabilities assessment profile involves identifying core competencies and distinctive capabilities that provide competitive advantages and are difficult for competitors to imitate. Conducting an thorough internal analysis allows an organization to leverage its strengths and address its weaknesses.
This document discusses value chain analysis and why it is important for e-learning institutions. It introduces value chain analysis as a framework to help institutions determine competitive advantages to pursue and how to pursue them. It also discusses analyzing an organization's internal value chain and the five competitive forces within an industry. Value chain analysis examines activities that create competitive advantages and identifies which are best handled by the organization versus outsourced. The conclusion states that value chain analysis can help managers identify linkages between value activities, think in terms of processes, identify potential alliances, and understand cost drivers.
MF strategic marketing slides competitive advantage MFFuNk IN
This document discusses corporate strategy components and issues, including scope, objectives, development strategy, resource allocation, and sources of synergy. It also covers competitive advantage, defining it as creating value for customers that exceeds a firm's costs. Firms can achieve competitive advantage through cost leadership or differentiation. The value chain is discussed as analyzing where value is added across a firm's activities from raw materials to final consumers. Core competencies, which provide competitive advantage, are expertise in areas that can be applied widely and are difficult for competitors to imitate.
The document discusses organizational analysis, which involves identifying a firm's resources, capabilities, core competencies, and distinctive capabilities. It provides definitions and examples of each. Organizational resources include financial, physical, human, intangible, and structural/cultural assets. Capabilities refer to how efficiently a firm transforms resources into products/services. Core competencies are skills central to a firm's strategy and profitability. Distinctive capabilities allow competitive advantage. A value chain analysis examines how well activities create customer value relative to competitors.
The document discusses Michael Porter's value chain analysis framework. It describes how the value chain depicts how customer value is created through a series of activities from inputs to outputs. A value chain analysis examines each subsystem and activity in a supply chain to deliver maximum value at lowest cost. The chain consists of primary activities like inbound logistics, operations, outbound logistics, marketing and sales, and service, as well as support activities that support the primary activities. Analyzing a firm's value chain compared to competitors can reveal sources of competitive advantage. The analysis is used to identify strengths, weaknesses, and opportunities to improve value creation.
The document discusses value chain analysis and the internal environment of an organization. It defines value chain analysis as describing the primary and support activities of a business and how they relate to competitive strength. Primary activities directly involve creating and delivering a product or service, while support activities increase effectiveness and efficiency. Value chain analysis can identify which activities a business should undertake itself and which it should outsource. The internal environment consists of an organization's resources and capabilities in the form of its value chain. It involves identifying competencies and competitive advantages.
The document discusses Porter's three generic strategies of cost leadership, differentiation, and focus. It describes how cost leadership can be achieved through high asset turnover, low operating costs, and supply chain control. Examples provided are Air Deccan and Tata Nano. Differentiation is achieved through unique product features that customers perceive as worth a premium price. Examples include Hero Honda and Apple. Focus strategy targets a niche market segment through either low costs or differentiation tailored to that segment's needs, like BMW targeting a luxury niche.
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.
The document discusses strategy and organization design. It describes strategic intent as directing an organization's energies toward a focused goal. It also discusses Porter's five forces model and Miles and Snow's strategy typology for formulating strategy. Organization design must support the competitive strategy. The document also discusses approaches for assessing organizational effectiveness, including goal-based, resource-based, internal process, and strategic constituents approaches.
This document discusses strategic analysis tools that firms use to understand their competitive environment. It describes Porter's Five Forces framework for analyzing industry competition and identifies the five competitive forces as industry rivalry, threat of new entrants, threat of substitutes, power of suppliers, and power of buyers. It also discusses the SWOT analysis tool for evaluating a firm's internal strengths and weaknesses as well as external opportunities and threats. Finally, it introduces the VRIO framework for assessing whether a firm's resources and capabilities can be sources of competitive advantage.
Unit-3 VALUE CHAIN OF FOREST PRODUCTS BASED ENTERPRISES.pptxNabarajUpadhaya
The value chain approach examines all activities involved in bringing a product from conception to end markets. It identifies participants at each stage and their strengths/weaknesses. For forest enterprises, value chain analysis helps add value, identify problems, improve quality and market access, reduce costs, strengthen linkages among actors, and inform policy/decision making. It provides insights to develop strategies that increase benefits for all stakeholders in the chain.
The document provides an overview of analyzing a company's internal environment and strategy. It discusses the key questions to ask, including how well the current strategy is working, the company's strengths/weaknesses/opportunities/threats (SWOT analysis), whether prices and costs are competitive, how the company compares to rivals, and what strategic issues need attention. It also covers tools like value chain analysis, benchmarking, and the BCG matrix to evaluate different aspects of the company's strategy and competitive positioning. The overall aim is to conduct a thorough internal analysis of the business to inform strategic decision making.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
2. Analyzing the resources and capabilities of an organization involves not
only exploring the role and contribution of the main resources, but also
developing an understanding of two main issues:
first, how resources can deliver superior profits in private companies
and provide the best services in publicly owned organizations – called
the delivery of value added in strategy;
second, which resources and capabilities deliver competitive advantage
to the organization and how they can be improved over time.
The resource and capabilities analysis therefore proceeds along two
parallel and interconnected routes: value added and sustainable
competitive advantage.
The value-added route explores how the organization takes goods from its
suppliers and turns them into finished goods and services that are then
sold to its customers: essentially, adding value to the inputs from its
suppliers is fundamental to the role of every organization.
The competitive advantage route attempts to find the special resources
that enable the organization to compete: how and why some resources
deliver sustainable competitive advantage is crucial to strategy
development.
3. Individual
Organization’s Resource
& Capabilities
Value Added
How? Where?
Sustainable
Competitive
Advantage
Value
Chain
Value
System
Green
Strategy
7 main
concepts of
VRIO
Diagram
• Core Competencies
• Innovation
• Architecture
• Reputation
• Knowledge
Value added can contribute to
SCA and Vice Versa
4. ANALYSING RESOURCES AND
CAPABILITIES
The resources of an organization are those assets that deliver value added in
the organization.
The capabilities of an organization are those management skills, routines and
leadership that deploy, share and generate value from the resources of the
organization.
5 key questions related to resources and capabilities:
1. What are the resources and capabilities in an organization?
2. Why do we have them at all?
3. Why are resources and capabilities important in strategy?
4. How can we improve competitive advantage?
5. What other company resources are also important?
5. Analyzing the basic resources
and capabilities :
It is useful to divide resources into three broad categories.
1 Tangible resources are the physical resources of the
organization that contribute to its value added.
2. Intangible resources are those resources that have
no physical presence but represent real benefit to the
organization, like brand names, service levels and technology.
3 Organizational capabilities are the skills, routines,
management and leadership of the organization.
Managerial and other difficulties in
undertaking the analysis :
This is fraught with difficulty for three main reasons:
1 because there is often uncertainty about the industry conditions and the
actions of competitors;
2 because the many factors making up the analysis are complex and the
underlying causes difficult to understand;
3 because there is often disagreement within the organization over what
constitutes a competitive resource.
6. Prescriptive and emergent approaches to
resource analysis :
Prescriptive strategists take the view that it is important to use resources
efficiently and build on resource strengths. Resources are to some extent
regarded as objects to be manipulated. Hence it is possible for strategy to
mold resources in order to provide a more efficient organization.
For emergent strategists, the environment is changing fast as a result of
forces beyond the control of the organization. Resources need to be
flexible and aimed at survival. Analyzing resources as static and
unchanging therefore is not appropriate.
7. THE MAKE-OR-BUY DECISION
It is useful to explore the reasons for an organization to possess and use
any resources beyond the minimum amount needed to stay in
existence. Arguably, in an efficient market, there will be outside more
specialized suppliers that will be able to sell some activities more
cheaply to the organization than it can make them for itself.
The make-or-buy decision is part of a broader strategic reappraisal of
resources. Over the past 30 years, many organizations have come to redefine
the boundaries of their resources – what they make is only part of the
resources owned by the firm.
8. Benefits :
• Outside suppliers can achieve economies of scale that in-house
departments producing only for their own needs cannot.
• Outside suppliers are subject to the pressures of the market and
must be efficient and innovative to survive. Overall corporate success
may hide the inefficiencies and lack of innovativeness of in-house
departments.
Costs :
• Production flows need to be co-ordinated through the value chain of
the organization. This may be compromised when an activity is
purchased from an independent market firm rather than performed in-
house.
• Private information may be leaked when an activity is performed by
an independent market firm – such information may be crucial to the
competitive advantage held by the organization.
• There may be costs of transacting with independent firms that can be
avoided by performing the activity in-house.
9. RESOURCE ANALYSIS AND
ADDING VALUE
Added value can be defined as the difference between the market value
of the output of an organization and the cost of its inputs. Value can be
added in an organization:
• either by raising the value of outputs (sales) delivered to the
customer;
• or by lowering the costs of its inputs (wages and salaries, capital
and materials costs) into the company. Alternatively, both routes
could be used simultaneously.
10. ADDING VALUE: THE VALUE
CHAIN AND THE VALUE SYSTEM
The value chain identifies where the value is added in an organization and
links the process with the main functional parts of the organization. It is
used for developing competitive advantage because such chains tend to
be unique to an organization.
The value system shows the wider routes in an industry that add value to
incoming supplies and outgoing distributors and customers. It links the
industry value chain to that of other industries.
11. The value chain:
The value chain links the value of the activities of an organization with its
main functional parts.
1 the added value that each part of the organization contributes to the
whole organization
2 the contribution to the competitive advantage of the whole
organization that each of these parts might then make.
The company is then split into the primary activities of production, such as
the production process itself, and the support activities , such as human
resources management, that give the necessary background to the running
of the company but cannot be identified with any individual part.
12. The value system :
Organizations are part of a wider system of adding value involving the supply and
distribution value chains and the value chains of customers. This is known as the
value system.
13. Linkages between the value chain and
value system:
• a common raw material (such as sugar in various food products); or
• a common distributor (such as a car parts distributor for a group
with subsidiary companies manufacturing various elements in a car).
Competitors have much more difficulty in doing is imitating the special and possibly
unique linkages that exist between elements of the value chain and the value
systems of the organization.
It is necessary to search for special and possibly unique linkages that either exist or
might be developed between elements of the value chain and between value
systems associated with the company.
One fundamental problem with the value chain, value system and its linkages is
their broad perspective across the range of the company’s resources. They are
sometimes rather vague at identifying he precise nature and scope of the
advantages such resources possess against competitors.
Another difficulty with value-added analysis is its focus on assets that can be clearly
measured.
14. THE RESOURCE-BASED VIEW (RBV)
The RBV stresses the importance of the individual resources of the
organization in delivering the competitive advantage and value added of the
organization. The essence of the RBV development is its focus on the
individual resources of the organization, rather than the strategies that are
common to all companies in an industry. Sustainable competitive advantage
then comes by striving to exploit the relevant resources of the individual
organization when compared with other organizations. Relevance means the
identification of resources that are better than those of competitors,
persuasive to the customer and available from the range of strengths
contained inside the organization.
Sustainable competitive advantage
and the RBV:
The real benefits come from advantages that competitors cannot easily
imitate, not from those that give only temporary relief from the
competitive battle. To be sustainable , competitive advantage needs to be
more deeply embedded in the organization – its resources, skills, culture
and investment over time.
15. Some sources of competitive advantage:
• Differentiation. • Low costs.
• Niche marketing. • High performance or
technology.
• Quality. • Service.
• Vertical integration. • Synergy.
• Culture, leadership and style of an organization.
High-Technology
Business
Service Business Small
Business
Manufacturing business
where the company is a
market leader
Technical excellence Reputation for
quality of service
Quality Low costs
Reputation for
quality
High quality and
training of staff
Prompt
service
Strong branding
Customer service Customer service Personalized
service
Good distribution
Financial resources Well-known name Keen prices Quality product
Low-cost
manufacturing
Customer-oriented Local
availability
Good value for money
17. IDENTIFYING WHICH RESOURCES AND
CAPABILITIES DELIVER SUSTAINABLE
COMPETITIVE ADVANTAGE
Basic resource analysis:
• Tangible resources : the physical resources of the organization.
• Intangible resources : the many other resources that are important but
are not physically present.
• Organizational capability : the skills, structures and leadership of the
organization that bind all its assets together and allow them to interact
efficiently.
18. Why
Firms
posses
resource?
• Tangible SCA
• HR SCA
• Intangible SCA
• Org Capacity SCA
• Innovative Capacity
• Reputation
• Architecture
• Core competencies
• Some knowledge
content
• Future
Technology
• Buy in
technology
• Joint venture
Define SCA
Now---
But what
about
future???
The particular importance of
three distinctive capabilities:
John Kay argued that the distinctive capabilities of an organization's
resources are particularly important in delivering competitive
advantage. Distinctive capabilities relate to three possible unique
resource areas in an organization: architecture, reputation and
innovative ability. They are complex and not necessarily capable of
quantified analysis but they will undoubtedly contribute to the
distinctive development of a company’s strategy.
19. He introduced and explored them by explaining that an organization has a
series of contracts and more informal relationships:
• with its employees inside the organization;
• with its suppliers, distributors and customers outside in the environment;
and
• possibly between a group of collaborating firms inside and outside the
immediate industry.
1 Architecture is the network of relationships and contracts both inside
and outside the fi rm.
2 Reputation is the strategic standing of the organization in the eyes of
its customers and other stakeholders. This allows an organization to
communicate favorable information about itself to its customers.
3 Innovative capability is the special talent possessed by some
organizations for developing and exploiting innovative ideas.
The relationships have been built over time.
20. The particular importance of core competencies:
Core competencies are a group of production skills and
technologies that enable an organization to provide a particular
benefit to customers. There are three areas that distinguish the
major core competencies:
1 Customer value . Competencies must make a real
impact on how the customer perceives the organization and its
products or services.
2 Competitor differentiation . This must be competitively
unique. If the whole industry has the skill, then it is not core unless
the organization's skills in the area are really special.
3 Extendable . Core skills need to be capable of providing
the basis of products or services that go beyond those currently
available. The skill needs to be removed from the particular
product group in which it currently rests. The organization needs
to imagine how it might be exploited in the whole area of its
operations.
21. Knowledge management as the main source of competitive
advantage?
In recent years, some strategists have taken the view that the knowledge
management of the organization represents the main source of competitive
advantage. They argue that the retention, exploitation and sharing of
knowledge are extremely important in the ability of companies to stay ahead of
their rivals. By knowledge is meant the accumulation over time of the skills,
routines and capabilities that shape the organization's ability to survive and
compete in markets.
Resource-based view and SMEs
RBV is also relevant for small and medium-size enterprises (SMEs). Such organizations
tend to have a smaller number of resources, but they can also be more flexible and
entrepreneurial. Typically, organizations of this size often develop strategies that might
include:
higher levels of personal service;
specialist expertise;
design skills;
regional knowledge;
bespoke solutions.
22. IMPROVING COMPETITIVE ADVANTAGE
Any enhancement of value added and competitive advantage will come about
through a course of action over time. This is a strategic process with all that this
implies in terms of the human resources of the organization, its change of
culture and its leadership. The process may be emergent as well as prescriptive .
It is convenient and relevant to consider three elements :
1 benchmarking;
2 exploiting existing resources – leveraging;
3 upgrading resources.
Benchmarking:
Benchmarking – the comparison of practice
with that of other organizations in order to
identify areas for improvement. The other
organization does not necessarily have to be
in the same industry. The comparison simply
has to be with another whose practices are
recognized as leading the fi eld in that
particular aspect of the task or function.
Explore results of
Benchmarking exercise
Redefine Performance
Target
Redevelop assets and system of
org
Develop new performance
objective by individual and
groups
23. Exploiting existing resources –
leveraging:
In any organization, it is essential to exploit its existing resources to the full
– this is sometimes called leveraging resources. existing resources can be
exploited in five areas:
1 Concentration
2 Conservation
3 Accumulation
4 Complementarity
5 Recovery
Upgrading resources:
1 Add new resources to support or enhance an existing product or
service area .
2 Enhance directly the resources that are threatened by competition .
3 Add complementary resources that will take the organization beyond
its current competition .
24. ANALYSING OTHER IMPORTANT
COMPANY RESOURCES: ESPECIALLY
HUMAN RESOURCES
There are at least three approaches:
• Financial perspective , including cash flow, shareholding, tax and
related issues.
• Operations (production) perspective involving such matters as
lean production, inventory control and quality manufacturing and
services.
• Human resources perspective examining topics such as
organizational culture, leadership and change.
Analyzing the current organizational
culture:
1. History and ownership
2. Size
3. Technology
4. Leadership and mission
5. Cultural web
25. Shaping the future cultural style of the
organization:
1. The power culture
2. The role culture
3. The task culture
4. The personal culture
Qualifying the four cultural types-
1 Organizations change over time .
2 Several types of culture usually exist in the same
organization .
3 Different cultures may predominate, depending
on the headquarters and ownership of the company
.
4 Organizational culture changes only slowly .
Testing the analysis of culture for strategic
relevance:
• Risk . • Rewards . • Change . • Cost reduction . •
Competitive advantage