Resource-Based Model
Resources
An Attractive Industry
Strategy Formulation Assets and Skills Strategy Implementation Superior Returns
Capability
Competitive Advantage An Attractive Industry Strategy Implementation Superior Returns
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When the external environment is subject to rapid change, internal resources and capabilities offer a more secure basis for strategy than market focus. Resources and capabilities are the primary sources of profitability.
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Organizational Capabilities = firms capacity for undertaking a particular activity. (Grant) Distinctive Competence = things that an organization does particularly well relative to competitors. (Selznick) Core Competence = capabilities that are fundamental to a firms strategy and performance. (Hamel and Prahalad)
Fine Optics
Plain-paper copier Color copier Color laser copier Laser copier
Mask aligners Inkjet printer Excimer laser aligners Laser printer Color video printer Stepper aligners Calculator Notebook computer
MicroElectronics
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DIVESTS: Eastman Chemical, Sterling Winthrop, Diagnostics Need to build digital imaging capability Digital Imaging Products (e.g. Photo CD System; Advantix cameras & film
Appraising Resources
RESOURCE Financial Tangible Resources CHARACTERISTICS Borrowing capacity Internal funds generation Plant and equipment: size, location, technology flexibility. Land and buildings. Raw materials. Patents, copyrights, know how R&D facilities. Technical and scientific employees Brands. Customer loyalty. Company reputation (with suppliers, customers, government) Training, experience, adaptability, commitment and loyalty of employees INDICATORS Debt/ Equity ratio Credit rating Net cash flow Market value of fixed assets. Scale of plants Alternative uses for fixed assets No. of patents owned Royalty income R&D expenditure R&D staff Brand equity Customer retention Supplier loyalty Employee qualifications, pay rates, turnover.
Physical
Human Resources
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1 2 3 4 5 6 7 8 9 10
67.5 59.9 53.4 47.0 35.6 26.5 26.4 26.0 24.8 21.2
11 12 13 14 15 16 17 18 19 20
Mercedes Benz 20.0 Citi 20.0 Hewlett-Packard 18.9 American Express 18.6 Gillette 17.5 BMW 17.1 Cisco 16.6 Louis Vuitton 16.1 Honda 15.8 Samsung 15.0 Source: Interbrand
http://www.interbrand.com/best_brands_2007.asp
Research capability Development of innovative new products Efficient volume manufacturing Continuous Improvement Flexibility Design Capability Brand Management Quality reputation Responsiveness to market trends
Design Marketing
Sales Responsiveness PepsiCo, Pfizer Efficiency and speed of distribution LL Bean, Dell Customer Service Singapore Airlines Caterpillar
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Core Competencies
Resources Inputs to a firms production process Core Competence A strategic capability
Does the capability satisfy the criteria of sustainable competitive advantage? The source of
Capability
Integration of a team of resources
YES
NO
Competitive Advantage
Capabilities
Synergy of Resources
Resources
* Tangible * Intangible
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When other firms either cannot obtain them or must obtain them at a much higher cost.
Organized
to be Exploited
Core Competencies Capabilities
Teams of Resources
The firm must be organized appropriately to obtain full benefits of the resources in order to realize a competitive advantage.
NO YES YES
NO NO YES
NO NO NO
NO YES YES
YES
YES
YES
YES
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Opportunity rarely knocks on your door. Knock rather on opportunity's door if you ardently wish to enter.
B. C. Forbes, 1880-1954, Scottish-born Financial Journalist and
Author
Ardently (full-heartedly, passionately)
Firm Infrastructure
Support Activities
Margin
Margin
Primary Activities
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CAPABILITIES
C1. Product development C2. Purchasing C3. Engineering C4. Manufacturing
Importance
6 7 8
9 7 7 8 6 6 9
7 8
4 5
C5. Financial management C6. R&D C7. Marketing & sales C8. Government relations
Core Competencies Management adalah mensinergikan R+C di kuadran Key Strengths, atau melakukan strategi Turnaround membangunAppraising VWs beberapa R+C di kuadran Key Weakness, yang relevan dengan kebutuhan konsumen dan keperluan persaingan ke depan, agar bisa berpindah ke kuadran Key Strengths.
10
Superfluous Strengths
Key Strengths
C3 C8 Relative Strength C2 R2 R1 C6 R4 C5
Zone of Irrelevance 1 5 Key Weaknesses 10
R3 C4 R5 C1 C7
Strategic Importance
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Value Chain
The tendency to analyse organisations by reference to a narrow and visible aspect of its products resulted in analysts such as Porter (1985) developing the idea of the value chain. The product of a scheduled airline for example is not just a seat on an aeroplane, rather it is a complex set of connected activities that go to make up the total passenger experience - i.e. a value chain exists. For this part of resource analysis the purpose of examining the links in the value chain is to identify where cost savings may be made.
10
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1-73
Pulp mills
1-74
11
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Syrup manufacture
Retailing
1-75
12
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1)
Acquire and develop the underlying resources. Especially human resources --Externally (hiring) --Internally through developing individual skills Acquire/access capabilities externally through acquisition or alliance Greenfield development of capabilities in separate organizational unit (IBM & the PC, Xerox & PARC, GM & Saturn) Build team-based capabilities through training and team development (i.e. develop organizational routines) Align structure & systems with required capabilities Change management to transform values and behaviors (GE, BP) Product sequencing (Intel , Sony, Hyundai) Knowledge Management (systematic approaches to acquiring, storing, replicating, and accessing knowledge)
2) 3) 4) 5) 6) 7) 8)
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