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Internal Analysis: Resources, Capabilities, and Activities

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by

Hannah Roth

on 13 February 2014

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Transcript of Internal Analysis: Resources, Capabilities, and Activities

Internal Analysis: Resources, Capabilities, and Activities
Core Competencies
Unique strengths that are embedded deep within a firm
Resource-Based View
All assets a firm can draw upon when formulating and implementing strategy
Agenda
1.
Introduction/Problem Statement
2.
Core Competencies
3.
Resource-Based View
4.
VRIO Framework
5.
Value Chain and Activity Systems
6.
Dynamic Capabilities Perspective
7.
SWOT Analysis
8.
Conclusion
Introduction
Problem Statement:
What drives a firm's ability to gain and sustain a competitive advantage?
By Hannah Roth
Strategic fit:

static vs. dynamic
Tangible vs. Intangible
Inputs →
Goods and Services
Example
Core competencies
Providing high quality beverages and food, combined with superior customer service in a friendly and welcoming environment
Application
Customized handcrafted coffee beverages; warm/cold, seasonal and fruit drinks; comfortable and convenient ambiance; free Wi-Fi
Critical Assumptions
Resource Heterogeneity
Resource Immobility
VRIO Framework
Types of Resources
V
-
valuable
R
-
rare
I
-
costly to imitate
O
-
organize to capture the value of the resource
Value Chain and Activity Systems
Value Chain
System of activities
Strategy is choosing
Strategic activity system
Dynamic Capabilities Perspective
Firm's capacity to modify and leverage its resource base for competitive advantage
Resource stocks and flows
SWOT Analysis
O&T external
- PESTEL
S&W internal
- resources, capabilities, and competencies
- VRIO
Conclusion
Problem Statement:
What drives a firm's ability to gain and sustain a competitive advantage?
Effectively utilizing a firm's resources, capabilities, core competencies and activities to obtain and sustain a competitive advantage
Full transcript