The document discusses internal analysis for firms. It describes analyzing a firm's strengths and weaknesses according to Michael Porter's value chain model, which divides a firm's activities into primary and support activities. The value chain can be adapted for different industries. Resources only provide sustainable competitive advantage if they are rare, valuable, durable, and inimitable. Tacit, path dependent, socially complex, and causally ambiguous resources are difficult to imitate. The internal analysis identifies a firm's core competencies and competitive advantages.
To be a potential source of sustainable competitive advantage, resources must be rare, valuable, durable, and inimitable.8 Resources that are rare and valuable may yield a competitive advantage, but that advantage will not be sustainable if the firm is incapable of keeping the resources, or if other firms are capable of imitating them.
To be a potential source of sustainable competitive advantage, resources must be rare, valuable, durable, and inimitable.8 Resources that are rare and valuable may yield a competitive advantage, but that advantage will not be sustainable if the firm is incapable of keeping the resources, or if other firms are capable of imitating them. For example, a positive brand image can be a rare and valuable resource, but it requires ongoing investment to sustain. If a firm lacks the capital to reinvest in its brand image, it will erode. Furthermore, many valuable resources are quickly imi- tated by other firms.
To be a potential source of sustainable competitive advantage, resources must be rare, valuable, durable, and inimitable.8 Resources that are rare and valuable may yield a competitive advantage, but that advantage will not be sustainable if the firm is incapable of keeping the resources, or if other firms are capable of imitating them.
To be a potential source of sustainable competitive advantage, resources must be rare, valuable, durable, and inimitable.8 Resources that are rare and valuable may yield a competitive advantage, but that advantage will not be sustainable if the firm is incapable of keeping the resources, or if other firms are capable of imitating them. For example, a positive brand image can be a rare and valuable resource, but it requires ongoing investment to sustain. If a firm lacks the capital to reinvest in its brand image, it will erode. Furthermore, many valuable resources are quickly imi- tated by other firms.
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.
BUS 499, Week 3 The Internal Organization Resources, CapabilitieVannaSchrader3
BUS 499, Week 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages
Slide #
Topic
Narration
1
Introduction
Welcome to the Business Administration Capstone.
In this lesson we will discuss The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages
Next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Analyze the internal environment of a company for strengths and weaknesses that impact the firm’s competitiveness.
Next slide.
3
Topics
In order to achieve this objective, the following supporting topics will be covered:
Analyzing the internal organization;
Resources, capabilities, and core competencies;
Building core competencies;
Outsourcing; and
Competencies, strengths, weaknesses, and strategic decisions.
Next slide.
4
Internal Analysis
In the global economy, traditional factors such as labor costs, access to financial resources and raw materials, and protected or regulated markets remain sources of competitive advantage, but to a lesser degree. One important reason is that competitors can apply their resources to successfully use an international strategy as a means of overcoming the advantages created by these more traditional sources.
Increasingly, those who analyze their firm’s internal organization should use a global mind-set to do so. A global mind-set is the ability to study an internal organization in ways that are not dependent on the assumptions of a single country, culture, or context. Because they are able to span artificial boundaries, those with a global mind-set recognize that their firms must possess resources and capabilities that allow understanding of and appropriate response to competitive situations that are influenced by country-specific factors and unique societal cultures.
Finally, analysis of the firm’s internal organization requires that evaluators examine the firm’s portfolio of resources and the bundles of heterogeneous resources and capabilities managers have created. This perspective suggests that individual firms possess at least some resources and capabilities that other companies do not.
Next slide.
5
Creating Value
By exploiting their core competencies or competitive advantages to at least meet if not exceed the demanding standards of global competition, firms create value for customers. Value is measured by a product’s performance characteristics and by its attributes for which customers are willing to pay.
Firms with a competitive advantage offer value to customers that are superior to the value competitors provide. Firms create value by innovatively bundling and leveraging their resources and capabilities. Firms unable to creatively bundle and leverage their resources and capabilities in ways that create value for customers suffer performance declines. Sometimes, it seems that these declines may happen because firms fail to understand what customers value.
Ultimately, creating value for ...
The first step in establishing a coherent strategy for the firm is assessing the exter- nal environment. Two commonly used models of external analysis are Porter’s five-force model and stakeholder analysis.
Porter’s Five-Force Model In this model, the attractiveness of an industry and a firm’s opportunities and threats are identified by analyzing five forces While the five-force model was originally developed to assess industry attractive- ness (i.e., “Is this a desirable industry in which to compete?”), in practice the model is often used to assess a specific firm’s external environment (i.e., “What factors in the firm’s external environment create threats and opportunities for the firm?”).
The Porter’s Value Chain Analysis focuses on the systems and activities with customers as the central principle rather than on departments and accounting expense categories.
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.
BUS 499, Week 3 The Internal Organization Resources, CapabilitieVannaSchrader3
BUS 499, Week 3: The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages
Slide #
Topic
Narration
1
Introduction
Welcome to the Business Administration Capstone.
In this lesson we will discuss The Internal Organization: Resources, Capabilities, Core Competencies, and Competitive Advantages
Next slide.
2
Objectives
Upon completion of this lesson, you will be able to:
Analyze the internal environment of a company for strengths and weaknesses that impact the firm’s competitiveness.
Next slide.
3
Topics
In order to achieve this objective, the following supporting topics will be covered:
Analyzing the internal organization;
Resources, capabilities, and core competencies;
Building core competencies;
Outsourcing; and
Competencies, strengths, weaknesses, and strategic decisions.
Next slide.
4
Internal Analysis
In the global economy, traditional factors such as labor costs, access to financial resources and raw materials, and protected or regulated markets remain sources of competitive advantage, but to a lesser degree. One important reason is that competitors can apply their resources to successfully use an international strategy as a means of overcoming the advantages created by these more traditional sources.
Increasingly, those who analyze their firm’s internal organization should use a global mind-set to do so. A global mind-set is the ability to study an internal organization in ways that are not dependent on the assumptions of a single country, culture, or context. Because they are able to span artificial boundaries, those with a global mind-set recognize that their firms must possess resources and capabilities that allow understanding of and appropriate response to competitive situations that are influenced by country-specific factors and unique societal cultures.
Finally, analysis of the firm’s internal organization requires that evaluators examine the firm’s portfolio of resources and the bundles of heterogeneous resources and capabilities managers have created. This perspective suggests that individual firms possess at least some resources and capabilities that other companies do not.
Next slide.
5
Creating Value
By exploiting their core competencies or competitive advantages to at least meet if not exceed the demanding standards of global competition, firms create value for customers. Value is measured by a product’s performance characteristics and by its attributes for which customers are willing to pay.
Firms with a competitive advantage offer value to customers that are superior to the value competitors provide. Firms create value by innovatively bundling and leveraging their resources and capabilities. Firms unable to creatively bundle and leverage their resources and capabilities in ways that create value for customers suffer performance declines. Sometimes, it seems that these declines may happen because firms fail to understand what customers value.
Ultimately, creating value for ...
The first step in establishing a coherent strategy for the firm is assessing the exter- nal environment. Two commonly used models of external analysis are Porter’s five-force model and stakeholder analysis.
Porter’s Five-Force Model In this model, the attractiveness of an industry and a firm’s opportunities and threats are identified by analyzing five forces While the five-force model was originally developed to assess industry attractive- ness (i.e., “Is this a desirable industry in which to compete?”), in practice the model is often used to assess a specific firm’s external environment (i.e., “What factors in the firm’s external environment create threats and opportunities for the firm?”).
The Porter’s Value Chain Analysis focuses on the systems and activities with customers as the central principle rather than on departments and accounting expense categories.
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Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
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TESDA TM1 REVIEWER FOR NATIONAL ASSESSMENT WRITTEN AND ORAL QUESTIONS WITH A...
Chapter 6 porters value chain
1. Schiling Chapter Six
Schilling chapter SIx page 115
Internal Analysis
The analysis of the internal environment of the firm most often begins
with identify- ing the firm’s strengths and weaknesses. Sometimes this
task is organized by exam- ining each of the activities of the value
chain. In Michael Porter’s model of a value chain, activities are divided
into primary activities and support activities. Primary activities include
inbound logistics (all activities required to receive, store, and
disseminate inputs), operations (activities involved in the trans-
formation of inputs into outputs), outbound logistics (activities required
to collect, store, and distribute outputs), marketing and sales (activities
to inform buyers about products and services and to induce their
purchase), and service (after-sales activi- ties required to keep the
product or service working effectively).
2. Schiling Chapter Six
Schilling chapter SIx page 115
Internal Analysis
Support activities include procurement (the acquisition of inputs, but
not their physical transfer, as that would be covered in inbound
logistics), human resource management (activities such as recruiting,
hiring, training, and compensating personnel), technology devel-
opment (activities involved in developing and managing equipment,
hardware, soft- ware, procedures, and knowledge necessary to
transform inputs into outputs), and infrastructure (functions such as
accounting, legal counsel, finance, planning, public affairs, government
relations, quality assurance, and general management necessary to
ensure smooth functioning of the firm). This generic model can be
adapted to bet- ter fit a particular firm’s needs. For example, for a
biotechnology firm or software developer, research and development is
likely to be a primary activity and inbound logistics may be insignificant.
6. Schiling Chapter Six
Schilling chapter SIx page 118
Value Chain
To be a potential source of sustainable competitive advantage,
resources must be rare, valuable, durable, and inimitable.8 Resources
that are rare and valuable may yield a competitive advantage, but that
advantage will not be sustainable if the firm is incapable of keeping the
resources, or if other firms are capable of imitating them. For example,
a positive brand image can be a rare and valuable resource, but it
requires ongoing investment to sustain. If a firm lacks the capital to
reinvest in its brand image, it will erode. Furthermore, many valuable
resources are quickly imi- tated by other firms.
7. Schiling Chapter Six
Schilling chapter SIx page 118
Value Chain
For exam- ple, if valuable resources are tacit (i.e., they cannot be readily
codified in written form), path dependent (i.e., they are dependent on a
particular historical sequence of events), socially complex (i.e., they arise through
the complex interaction of mul- tiple people), or causally ambiguous (i.e., it is
unclear how the resource gives rise to value), they will be extremely difficult to
imitate.9 For example, talent is typically considered to be a tacit and causally
ambiguous resource. It is thought to be an inher- ent trait that cannot be
trained, and the mechanisms by which individuals acquire it or tap it are poorly
understood. A first-mover advantage is a path-dependent advan- tage that
cannot be copied—once a firm has become the first mover in a category, other
firms no longer have the opportunity to be first. Once the firm has established a
baseline internal analysis, it can move on to identifying its core competencies
and formulate its strategic intent.
8. Schiling Chapter Six
Schilling chapter SIx page 118
Value Chain
LIFFIA JULIAN FAHRAI – SISTEM INFORMASI
Tacit resources Resources of an intangible nature (such as knowl-
edge) that cannot be readily codified.
Socially complex resources Resources or activities that emerge through
the interaction of multiple individuals.
causal ambiguity The relation- ship between a resource and the
outcome it pro- duces is poorly understood (the causal mechanism is
ambiguous).
9. Schiling Chapter Six
Schilling chapter SIx page 126
Summary Of
Chapter
1. To analyze the internal environment, firms often begin by identifying
strengths and weaknesses in each activity of the value chain. The
firm can then identify which strengths have the potential to be a
source of sustainable competitive advantage.
2. Next the firm identifies its core competencies. Core competencies
are integrated combinations of abilities that distinguish the firm in
the marketplace. Several core competencies may underlie each
business unit, and several business units may draw upon the same
core competency.
3. Sometimes core competencies can become core rigidities that limit
the firm’s abil- ity to respond to a changing environment.