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Get inspired by how value chain thinking impacts your bottom-line performance. Learn from the views of Arnoldo C. Hax on how to put value chains at the heart of your strategy. Value chains are key in customer bonding. Customer bonding is key in improving your bottom-line performance. Learn from the views of Kaplan & Norton on how to translate strategies into actions. Get a premium from strategy execution. Engage the debate and share your thoughts with your peers. For more information, contact Prof. Dr. Bram Desmet (0497.58.28.60)
MÖBIUS presentation: Value chain thinking at the heart of your strategyMÖBIUS
Get inspired by how value chain thinking impacts your bottom-line performance. Learn from the views of Arnoldo C. Hax on how to put value chains at the heart of your strategy. Value chains are key in customer bonding. Customer bonding is key in improving your bottom-line performance. Learn from the views of Kaplan & Norton on how to translate strategies into actions. Get a premium from strategy execution. Engage the debate and share your thoughts with your peers. For more information, contact Prof. Dr. Bram Desmet (0497.58.28.60)
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Prisoner's Dilemma is a paradox in decision analysis in which two individuals acting in their own best interest pursue a course of action that does not result in the ideal outcome. The typical prisoner's dilemma is set up in such a way that both parties choose to protect themselves at the expense of the other participant. As a result of following a purely logical thought process to help oneself, both participants find themselves in a worse state than if they had cooperated with each other in the decision-making process.
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Running head EMPLOYEE SELECTION PROCESS 1EMPLOYEE SELEC.docxjeanettehully
Running head: EMPLOYEE SELECTION PROCESS
1
EMPLOYEE SELECTION PROCESS
9
Employee Selection Process
Student’s Name
Institutional Affiliation
The Process of Selecting the Right Employees
Introduction
What is the most vital aspect of an organization? Well, some people would say it is the finances and processes that have been put in place to advance its business strategy. Raub (2017) states that without a doubt, the people that make up the organization are the most critical component. The position of Raub (2017) is correct because it is people who drive processes, manage finances, and make vital decisions that drive organizational strategy. Having the most qualified and motivated people in the right positions and roles can be the differentiating factor between the success of the business versus its failure. The method of hiring employees should be based on the most effective human resource policy and procedures to ensure that the right people are recruited to the right roles. In this essay, we discuss the process of selecting the best workers of the retailer in question.
Strategy Types
Cost leadership, differentiation, and focus strategies are ways through which companies can gain a competitive advantage in the market. Cost leadership is a strategy often used by business firms to reduce production costs below those of competitors or industry average and increase efficiencies. Dombrowski, Krenkel, and Wullbrandt (2018) explain that cost leadership is about reducing the costs and producing the least expensive products in the industry to gain and boost the market share.
Firstly, companies can implement a cost leadership strategy by increasing their profits through cost reduction, while charging prices within the range of industry-averages. Secondly, the approach is achieved by lowering prices to increase market share, while still ensuring that reasonable profits are being made because production costs have been reduced (Dombrowski, Krenkel & Wullbrandt, 2018). To implement this strategy, the organization must have access to resources needed to invest in the most efficient technology to help reduce prices. Two, the supply chain management process must be very efficient and must have a low-cost base regarding facilities, materials, and labor.
Differentiation is about having quality products and services that are more attractive and stand out from the rest of the competition. Since the retail industry has almost similar goods, the organization can differentiate its products and services in terms of brand image, support, and customer service. Achieving differentiation requires robust research, innovation, and development team, the ability to produce and deliver the best goods and services, and an effective sales, promotion, and marketing strategy. Companies that have achieved differentiation have leaner processes that focus on innovation and quality in production and delivery.
Lastly, the focus strategy concentrates on a specific niche o ...
OVERVIEW Business model innovation is often the key to capturing .docxhoney690131
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FEATURE ARTICLE
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
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Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
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OVERVIEW Business model innovation is often the key to capturing .docxaman341480
OVERVIEW: Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.
FEATURE ARTICLE
A systematic approach to business model innovation can help capture value and reduce risks
KEYWORDS: Business model innovation; Adoption risks; Co-innovation risks; Business model canvas
Business model innovation has gained increased attention over the last five years, driven in large part by the tremendous returns generated by companies that have developed new business models--Netflix, Dell, and the Apple iTunes store are the most frequently noted examples. The term itself, however, has been only vaguely defined. Keeley and coauthors (2013), for example, characterize business model innovation by the number of attributes of a business that are changed, while Osterwalder and Pigneur (2010) define a business model in terms of a completed canvas. The vagueness of these representations makes it hard to study (or even to discuss) the process of developing a successful business model to harvest value from innovation.
The concept of the business model is actually simple: the business model is the means by which a firm creates and sustains margins or growth. The business model, defined in this way, is inherently embedded in a firm's competitive environment: the ability to create margins and growth is dependent on what competitors are doing to create margins and growth for themselves. The business model is not simply the means by which a firm creates and captures customer value. Focusing on creating customer value without regard to competitive advantage will leave a firm vulnerable to both margin erosion and anemic growth. Because the competitive environment is forever changing, business models require constant vigilance; they must be adapted and strengthened over time as the competitive environment evolves.
Business model innovation, in this context, is any innovation that creates a new market or disrupts the competitive advantage of key competitors. Business model innovation is confused in many discussions with building new capabilities (for instance, a new channel). This may or may not be business model innovation: while business model innovation may require new capabilities, new capabilities will constitute business model innovation only when they significantly disrupt the competitive dynamics of an industry. A few common examples of business model innovation make this distinction clear:
* Dell: Dell disrupted the cost structure of the personal computer industry with its build-to-order model by eliminating the costs of retail outlets, which rad.
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Resource based competitiveness
1. Strategic Direction
Emerald Article: Resource-based competitiveness: managerial implications
of the resource-based view
Jim Andersén
Article information:
To cite this document: Jim Andersén, (2010),"Resource-based competitiveness: managerial implications of the resource-based view",
Strategic Direction, Vol. 26 Iss: 5 pp. 3 - 5
Permanent link to this document:
http://dx.doi.org/10.1108/02580541011035375
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2. Viewpoint
Resource-based competitiveness: managerial
implications of the resource-based view
´
Jim Andersen
Introduction
Strategic analysis is a key feature of strategic management. In strategic management
research, there has been a shift from focusing on firms’ products to focusing on internal
factors in terms of resources and capabilities (Barney, 1991). Thus, according to some
scholars previous models such as isolated (product) market analysis and Porter’s (1980) five
forces framework are obsolete to some extent. Instead, strategic analysis based on resource
´
Jim Andersen is an and capability approaches is more suitable for today’s business environments. This paper
Assistant Professor at the
will address the practical implications of the resource-based view, and discuss how
Swedish Business School
¨
companies can benefit from adapting a more resource-based approach in their strategic
at Orebro University,
¨ management practices.
Orebro, Sweden.
Diversification
The rationale for resource-based diversification differs from diversification based on a
traditional (product) market approach. In the marketing literature (see, for example, the
discussions concerning the concept of ‘‘new service logic’’), companies are advised to take
the need they satisfy among their customers as a point of departure when diversifying their
business. Grant (1991) uses a rail-road building company as an example. If this company is
to diversify according to the market-based logic, it would focus on the service it provides to
the end-customer (i.e. transportation) and thereby diversify into other areas of the
transportation industry by, for example, investing in the airline industry or the car rental
industry. From resource-based rationale, however, this company would take its production
capability as the point of departure (i.e. the production and logistics capabilities), and
diversify into building, for example, oil and gas pipelines (Grant, 1991). Thus,
resource-influenced diversification is based on resource relatedness (i.e. diversify into a
market in which you can apply your existing resources), whereas market-influenced
diversification is based on market relatedness (i.e. diversify into markets where you have
previous knowledge of market conditions, etc.).
Compete on resources, not products
Adapting a resource-based approach towards management requires a shift from focusing
on products and product development to concentrating on resources and resource
development. Thus, the main strategic focus of a company should not be on standardized
products or different product offerings, but on how the company can create maximum value
¨
for its customers based on its resources (Gronroos, 1996). By adapting a resource-based
approach, the main role of the sales personnel should not be to promote specific products to
customers. Instead, the sales function should match the needs of the customers and the
resources of the company. In order to apply contemporary management and marketing
practices such as mass customization, one-to-one marketing, and customer-driven
organizations, a resource-based approach is essential. Product development is, of
course, still important. However, without the continuous development of resources, in terms
DOI 10.1108/02580541011035375 VOL. 26 NO. 5 2010, pp. 3-5, Q Emerald Group Publishing Limited, ISSN 0258-0543 j STRATEGIC DIRECTION j PAGE 3
3. of knowledge and company capabilities, the resources of firms will become obsolete. Thus,
without the relevant capabilities, successful product development would be impossible.
The importance of SHRM
When product life-cycle times continue to decrease, costly efforts to protect resources
(through patents, copyright, etc.) become less attractive. Resource-based strategic
management focuses on developing hindrances to imitation of resources instead of
protecting products. Thus, building strong relationships with employees and other key
human resources is essential in today’s dynamic business environment. Linking of human
resource management practices to the strategic direction of the firm is crucial, and the
emergence of the field of SHRM (strategic human resource management) reflects this notion
´
(Andersen, 2007a). Thus, SHRM practices have two main functions:
1. to enhance organizational learning, thereby developing strategic resources in terms of
different capabilities (i.e. to develop competitive advantages); and
2. to implement employee retention strategies in order to make the competitive advantage
sustainable.
Imitation of competitive advantages
All companies cannot concentrate on being innovative and entrepreneurial. A more
cost-effective strategy would be to closely monitor the actions of competitors in order to
swiftly imitate successful actions, without taking the risks associated with being the first to
act. In the marketing literature, this is sometimes referred to as ‘‘second-mover advantages’’.
However, from a resource-based approach these actions do not necessarily have to be
restricted to actions undertaken in the product market (for example, by being the first
company to launch a new product or the first company to enter a new market). Instead,
imitation of business processes and resources can also generate competitive advantages.
´
Taking into consideration resources and processes, Andersen (2007b) proposed a
sequential model for the imitation of competitive advantages. In order to imitate the best in
the industry, companies are advised to initially analyze the possibility of imitating the market
strategy. If this requires new business processes, the next step would obviously be to
attempt to imitate these processes. Finally, if the processes require new resources and/or
capabilities, companies would have to assess the possibility of acquiring similar resources.
For example, let us assume that the market leader within an industry has gained this position
by a differentiation strategy in terms of high-quality products. If the imitator is able to
produce similar products, it will only have to adapt a new market strategy by communicating
this information and/or by focusing on the most profitable markets. If the imitator is not
producing high-quality products, the next step would be to consider re-orienting its business
processes by focusing more on quality management. If the company does not possess the
resources necessary to implement more quality-oriented processes, it will have to develop
or invest in these resources.
Conclusions
This article can be summarized by these managerial implications:
B Diversify based on what you can do (i.e. your capabilities) and not on the markets you are
currently serving.
‘‘ Diversify based on what you can do (i.e. your capabilities) and
not on the markets you are currently serving. ’’
j j
PAGE 4 STRATEGIC DIRECTION VOL. 26 NO. 5 2010
4. ‘‘ Focus on how you can create value together with your
customers, based on your resources and not on what you can
offer to your customers in terms of a set of products. ’’
B Focus on how you can create value together with your customers, based on your
resources and not on what you can offer to your customers in terms of a set of products.
B Competitive advantages can almost always be explained by human resources. Thus,
integration of HRM practices with strategic management is essential in order to develop
and sustain competitive advantages.
B Resources are generally complex in terms of imitation or acquisition. Thus, when imitating
successful competitors, begin by analyzing market strategies and processes. If these
practices are not possible to imitate without new resources, then determine the possibility
of acquiring these resources.
References
´
Andersen, J. (2007a), ‘‘A holistic approach to acquisition of strategic resources’’, Journal of European
Industrial Training, Vol. 31 No. 8, pp. 660-77.
´
Andersen, J. (2007b), ‘‘How and what to imitate? A sequential model for the imitation of competitive
advantages’’, Strategic Change, Vol. 16 No. 6, pp. 271-9.
Barney, J.B. (1991), ‘‘Firm resources and sustained competitive advantages’’, Journal of Management,
Vol. 17 No. 1, pp. 99-120.
Grant, R.M. (1991), ‘‘The resource-based theory of competitive advantage: implications for strategy
formulation’’, California Management Review, Vol. 33 No. 3, pp. 114-35.
¨
Gronroos, C. (1996), ‘‘Relationship marketing: strategic and tactical implications’’, Management
Decision, Vol. 34 No. 3, pp. 5-14.
Porter, M.E. (1980), Competitive Strategy, Free Press, New York, NY.
About the author
´ ¨
Jim Andersen is an Assistant Professor at the Swedish Business School at Orebro University,
Sweden. His research focuses on strategic management, in particular resource-based
´
theory and entrepreneurial strategies. Jim Andersen can be contacted at: jim.andersen@
oru.se
j j
VOL. 26 NO. 5 2010 STRATEGIC DIRECTION PAGE 5