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Class Plan 3 “The early bird may get the worm, but the second mouse gets the cheese” AnonymousQuestions for the next caseBrief discussion of the Apollo caseReview of 5-forces, including exercise Move on to Chapter 3 on Internal Analysis + extra information on VRIO approachExercises & video on Internal Analysis Questions for the Nokia case Have Nokia’s mission and vision (or their implementation) been partially responsible for their faltering performance? Using the 5-forces model, what industry threats should Nokia have identified in their strategic pursuits? What can Nokia do to continue to compete globally and domestically? Porter’s Five Forces Model (Fig 2.2 p45 adapted) Rivalry among established firms Risk of entry by potential competitors Bargaining power of suppliers Bargaining power of buyers Threat of substitute products Special role of complements Product Lifecycle Time Demand Embryonic Growth Shakeout Mature Declining Macro-environmental Forces [Environmental Scanning] Macroeconomics: growth rate of the economy, interest rates, currency exchange rates, inflation rates Technological: “creative destruction”, shifting barriers to entry Social: lifestyles, trends and attitudes Demographics: composition of the population, factors such as income distribution, education, labour mobility, gender Political & Legal : deregulation and free trade Global: falling barriers to trade, new economic development More on 5-forces model Strategic Groups Def.: subsections of industry with the same basic strategy in-group Implications: closest competitors are in the same groupgroups, to some extent, face different 5+-forcesexit & entry barriers exist between groups Limitations of 5+-Forces & Strategic Groups models Static picture with limited attention to innovation. Industries evolve “unfrozen and reshaped” by technology : punctuated equilibrium hyper-competitive industries with no equilibriumdownplays individual company differencesstudies show that industry only accounts for 10%-20% of variance in firms’ profit rates Internal AnalysisThe purpose of internal analysis is to pinpoint the strengths and weaknesses of the organization. Strengths lead to superior performance. Weaknesses lead to inferior performance. Internal Analysis includes an assessment of:Quantity and quality of a company’s resources and capabilitiesWays of building unique skills and company-specific or distinctive competencies The Theory Behind Internal Analysis The Resource-Based View • developed to answer the question: Why do some firms achieve better economic performance than others? • assumes that a firm’s resources and capabilities are the primary drivers of competitive advantage and economic performance • used to help firms achieve competitive advantage and superior economic performance The Resource-Based View Resources and Capabilities Resources: • tangible and intangible assets of a firm » .

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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 ...

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Resources and Capabilities The RBV and the VRIO Framework Core Competences The Value Chain Dynamic Capabilities fisher.osu.edu Objectives Internal Analysis OSU Fisher College of Business Hawk • Strategic Management Industry Effects vs Firm Effects What matters more: industry differences or firm differences? Internal Analysis We are moving more internal…. SWOT and Internal Attributes Barney motivates the article with SWOT analysis. What is SWOT, and how does it fit with the course?SWOT = Strengths, Weaknesses, Opportunities, ThreatsBarney says there are a lot of tools to analyze the external environment (Industry Analysis), but there has been less development of tools to analyze the firm’s strengths and weaknessesBarney provides an approach to analyzing the competitive implications of a firm’s INTERNAL strengths and weaknesses Barney Resources and Capabilities What does Barney call these internal attributes?RESOURCES AND CAPABILITIES!What are these resources and capabilities?All of the financial, physical, human, and organizational assets used by a firm to develop, manufacture, and deliver products or services to its customersFinancial resources = debt, equity, retained earnings, etcPhysical resources = machines, manufacturing facilities, and buildingsHuman resources = all of the experience, knowledge, judgment, risk taking propensity, and wisdom of individualsOrganizational resources = the history, relationships, trust, and organizational culture, along with a firm’s formal reporting structure, explicit management control systems, and compensation policies Barney Tangible and Intangible Resources Rothaermel Chapter 4 Tangible and Intangible Resources Rothaermel Chapter 4SummaryTangible resources = resources that are visible, have physical attributes (buildings, factories, equipment, etc.)Intangible resources = resources that are invisible, have no physical attributes (knowledge, technology, patents)Which is more likely to lead to a competitive advantage? intangible!Google example:Tangible resources valued at $5 billionIntangible resources valued at over $100 billion Barney’s Approach (VRIO) Barney says he provides an easy-to-apply approach to analyzing the competitive implications of a firm’s internal strengths and weaknesses. What is this approach?It is essentially a battery of tests to assess the strategic value of each resource of a firmIt lets us really assess whether a resource will provide SUSTAINABLE competitive advantageManagers should address 4 questions about their resources and capabilities:1. The Question of Value2. The Question of Rareness3. The Question of Imitability4. The Question of OrganizationLet’s go through each one…. Barney The Question of Value What is this?Do a firm’s resources and capabilities add value by enabling it to exploit opportunities and/or neutralize threats?What’s the basic idea here?Identify what the firm is good at (ie, boosting ∏)Honda’s engines are reliableNorthstar’s veg ...

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"Analyze the effects of the COVVI-19 pandemic on food (interventions) agro-food policies to combat food insecurity in Canada" WORK TO DO 1- The policy analyzed is well presented, defined and circumscribed. 2- The important elements of the context of the analyzed policy are presented to properly introduce the rest of the work. 3- The presentation of the challenge, well defined and circumscribed, clearly introduces the objectives / research questions. 4- The objectives/questions are clear, specific and unambiguous. 5- The work is based on a clear and structured analysis approach. 6- A relevant theoretical base is proposed and is based on scientific writings. 7- No observation is made without justification or proof in support. 8- Affirmations and findings are supported by references. 9- The research effort is demonstrated; The bibliography has several relevant, diversified and up -to -date sources. 10-The ideas are clearly expressed; The concepts used well defined. .

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"Analyze the effects of the COVVI-19 pandemic on (interventions) agro-food policies to combat food insecurity in Benin" WORK TO DO 1- The policy analyzed is well presented, defined and circumscribed. 2- The important elements of the context of the analyzed policy are presented to properly introduce the rest of the work. 3- The presentation of the challenge, well defined and circumscribed, clearly introduces the objectives / research questions. 4- The objectives/questions are clear, specific and unambiguous. 5- The work is based on a clear and structured analysis approach. 6- A relevant theoretical base is proposed and is based on scientific writings. 7- No observation is made without justification or proof in support. 8- Affirmations and findings are supported by references. 9- The research effort is demonstrated; The bibliography has several relevant, diversified and up -to -date sources. 10-The ideas are clearly expressed; The concepts used well defined. .

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[1]_______________? Using the tax software, complete the tax return, including Form 1040 and all appropriate forms, schedules, and worksheets. Answer the questions following the scenario. When entering Social Security numbers (SSNs) or Employer Identification Numbers (EINs), replace the X s as directed, or with any four digits of your choice. view Notes - Kendall and Siena are married and file a joint return. - Siena is a full-time science teacher at a local public middle school. She spent $600 of her own money to purchase supplies for labs she conducted with her students. She did not receive any reimbursement for these expenses. - Kendall is a self-employed driver for Delicious Deliveries. Kendall provided a statement from the food delivery service that indicated the number of miles driven and fees paid for the year. These fees are considered ordinary and necessary for the food delivery business: - 4,786 miles driven while delivering food from 1/1/2022 6/30/2022 - 4,880 miles drived while delivering food from 7/1/2022 12/31/2022 - Insulated box rental: $300 - Vehicle safety inspection (required by Delicious Deliveries): $50 - GPS device fee: $120 - Kendall's record keeping application shows he also drove 4,833 miles between deliveries ( 2 , 393 miles from 1/1/2022-6/30/2022 and 2,440 miles from 7/1/2022-12/31/2022) and 4,062 miles ( 2 , 051 miles from 1/1/2022-6/30/2022 and 2,011 miles from 7/1/2022 12/31/2022 ) driven between his home and his first and last delivery point of the day. Kendall has a separate car for personal use. He bought and started using his second car for business on September 1, 2020. - Kendall also kept receipts for the following out-of-pocket expenses: - $100 on tolls - \$120 for car washes - $48 for parking tickets - $75 for Personal Protective Equipment (PPE) used during deliveries - \$150 for snacks and lunches Kendall consumed while working - Kendall provided the Form 1099-NEC and Form 1099-K that he received from Delicious Deliveries. - Kendall also received $500 in cash tips that were not reported elsewhere. - Kendall was sick with Covid-19 and was unable to work for 14 days in May 2022. - Kendall purchased virtual currency through an electronic transfer of cash from his checking account. He had no other virtual currency transactions. - The U.S. federal student loan that Siena owed for postsecondary educational expenses was forgiven in 2022. The amount of student loan canceled was $15 , 000 . Siena cid not receive any tax form reporting this amount. - Kendall and Siena are U.S. citizens, have valid Social Security numbers, and Itvad ln se. Sinited States all year. They have not taken distributions from any retirement plans. .

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(4 Points) Construct to scale a diagram (likethe one used in lecture for calf weaning weights) showing the following hypothetical sample of records for live (market) weight in lambs (assume = 130 lb ). Be sure to lobel completely. Lambs 1 and 3 have similar market weights, but for different reasons. Briefly, explain. A New Model The basic genetic model for quantitative traits can now be expanded to include breeding value (BV) and gene combination value (GCV): P = + B V + GC V + E The weaning weights of the three calves depicted in Figure 1 are shown again in Figure 4, this time with their (hypothetical) breeding values and gene combination values included. Calf \#1 has the heaviest weaning weight, but note that most of his superior performance is due to either environment or genetic effects that cannot be transmitted to offspring. If heavier weaning weights are desirable, the best breeding animal should be Calf \#3. Despite his mediocre individual performance, he has the highest breeding value. Figure 4. Contributions of breeding value, gene combination value, and environmental effect to the weaning weights of the three calves depicted in Figure 1. The new model for quantitative traits retains many of the characteristics of the basic model. Like genotypic value, breeding value and gene combination value are expressed as positive and negative deviations from a population mean. The average of breeding values and the average of gene combination values across an entire population are, therefore, zero. Furthermore, breeding values and gene combination values are considered independent of environment effects and each other. It is possible to have highly inbred animals that suffer inbreeding depression (unfavorable gene combination value) and, Calf \#1 weighs 600 lb (100 lb above average), has a higher then average genotypic value ( l ), and experienced a better than averoge environmental effect ( 5 ). Colf m2 weighs 450 lb ( 50 lb below average), has a lower than average genotypic value, and experienced a worse than average environmental effect. Calf 3 weighs 460 lb . His genotypic volue for weaning weight is higher than average, but his actual performance is below average due to a very poor environment. Figure 5. Contributions of components of the genetic model for repeated traits for tw o records on a single dairy cow for 305-d lactation yield. Appendix B Partitioning the Genotypic Value Where is the breeding value? As defined in the body of this section, the basic genetic model for quantitative traits is: P = + G + E where P = the phenotypic value or performance of an individual animal for a particular trait. = (Greek letter m u ) the population mean or average phenotypic value for the trait for all animals in the population. G m the genotypic value of the individual for the trait. E = the environmental effect on the individual's performance for the trait. We said this model would help us understand breeding value, which we defined as the value .

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