Core Competence at NEC and GTE

Teaching Notes
Teaching Notes: Finntrack Strategy: Analysis and Practice 2005 McGraw-Hill Education Europe

Index
Workshop Case Analysis Debate Case Questions How to Use Your Workshop Resources Disclaimer Learning Objectives Introduction to NEC Introduction to Information Technology Introduction to Verizon Introduction to Telecommunications Communication and GTE Multinational Corporations Business Drivers Business Analysis Benchmarking

Click on Image Larger Image Source: NEC Corporation

Index
Core Competence Corporate Capabilities Core Competency Strategic Intent Innovation New Paradigm: Resource-Based Theory Theory of Constraints Value Chain Organisational Culture Organisational Structure Economic Value Added Six Sigma Competitive Advantage Strategic Planning Competition What in the World is Competitive Advantage? What in the World is Competitive Advantage? Competitive Postion: Competitive Advantage What is Sustainable Competitive Advantage Sustainable Competitive Advantage Creating Business Value Interest Alignment Rents and Competitive Advantage Performance measures to support competitive advantage Competitive Strategy: The Analysis of Strategic Position Lecture Competitive Strategy: The Analysis of Strategic Capability Lecture

Workshop
This workshop series is designed to compliment Teaching and Learning Strategies for undergraduate, postgraduate and executive level Strategic Management and related programmes and courses using the case studies featured in the Strategy Analysis and Practice text shown below. The overall aim is to support the learning contents offered in the relevant chapters of the book whilst expanding participants knowledge and skills base required to understand, review and analyse the strategic management issues involved in the case study of NEC and GTE. Strategy Analysis and Practice

John McGee, Warwick Business School Howard Thomas, Warwick Business School David Wilson, Warwick Business School

Case Analysis
A case study is a particular method of qualitative research.
Rather than using large samples and following a rigid protocol to examine a limited number of variables, case study methods involve an in-depth, longitudinal examination of a single instance or event: a case. They provide a systematic way of looking at events, collecting data, analyzing information, and reporting the results. As a result the researcher may gain a sharpened understanding of why the instance happened as it did, and what might become important to look at more extensively in future research.

Case Analysis
Case studies lend themselves especially to generating (rather than testing) hypotheses.
The scope and relevance of case studies Types of case study Illustrative case studies Exploratory case studies Critical instance case studies Program implementation case studies Program effects case studies Cumulative case studies Business school case studies Medical case studies History of the case study Conclusions Notable case studies References See also External links

Debate
Workshop discussion topics have been divided into three parts according to the relevant chapters of the book:

1.
2. 3.

Introduction
Competitive Strategy: The Analysis of Strategic Position Competitive Strategy: The Analysis of Strategic Capability

You should ensure that you have understood the contents of chapters 6 and 7 prior to attending any of the above debates. Also see: How to Use Your Workshop Resources Learning Objectives Learning from Case Studies: A Short Guide for Students

Case Questions
Please Note: At your instructors discretion the indicative questions below and elsewhere in this resource may be varied or deemed unnecessary for teaching and learning purposes for some courses or modules. Also see Learning Using Case Studies for further information. According to Hamel and Prahalad (1990) a company's core competency are things that a firm can do well and that meet the following three conditions 1. 2. 3. It provides customer benefits, It is hard for competitors to imitate, and It can be leveraged widely to many products and market.

Have NEC and GTE (the latter is now owned by Verizon Communications) met the conditions? Using appropriate Benchmarking (Competitive/Collaborative) processes, evaluate the companies current core competencies and recommend improvements where necessary.

Also see A Model for Case Analysis and Problem Solving

How to Use Your Workshop Resources

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Navigation

The Learning Contents (Literature Reviews) are linked to a relevant public domain o the Internet.

Most, if not all pictures/images are clickable, i.e. linked to its source which provides further information on the topic or the copyright holder.

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Disclaimer
This information is provided with the understanding that the authors and publishers do not assume any legal responsibility for the completeness or accuracy of the contents or any opinions or views expressed on these pages or linked destination sources. It is the nature of the media (Internet) that some of the pages may not always be available due to broken or dead links, withdrawals, etc. Whilst the publishers will be pleased to take any appropriate corrective action, for example, by replacing or removing the sources when possible, they unable to assume any legal responsibility for unavailability of any third party material for whatever reason beyond their direct control.

Learning Objectives
The main objective of the workshop is to evaluate the competitive strategy development and implementation proceses of NCE and Participants will have an opportunity of developing and enhancing their

strategic thinking skills

appreciations of the complex decision making process involved in economic strategies such as migration and outsourcing analytical and critical thinking skills by reviewing the factors that influenced corporate centre's decisions on the businesses in their portfolios

Introduction to NEC
NEC Corporation (Japanese Nippon Denki Kabushiki Gaisha; TYO: 6701 , NASDAQ: NIPNY, LSE: NEC) is a multi-national information technologies company headquartered in Minato-ku, Tokyo, Japan. NEC, part of the Sumitomo Group, provides information technology (IT) and network solutions to business enterprises, communications services providers and government. Their business is divided into the three principal segments:

Click on Image Source: Wikipedia

IT Solutions Network Solutions and Electron Devices.

Introduction to NEC
The IT Solutions business delivers computing solutions to business enterprises, government and individual customers. The IT Solutions business provides software, hardware and related services. The Network Solutions business designs and provides broadband network systems, mobile and wireless communications network systems, mobile handsets, broadcast and other systems.

Click on Image Source: NEC Corporation

NEC's Electron Devices business includes semiconductors, displays and other electronic components. NEC produces Versa notebooks for the international market and the Lavie series for Japanese market.

Introduction to NEC
Proud achievements of NEC include the discovery of carbon nanotube by Sumio Iijima, and the creation of the Earth Simulator, the fastest supercomputer in the world at the time. Over the past five years NEC has ranked consistently in the top 4 companies for number of U.S. patents issued, averaging 1764 granted each year.
The company was formerly known as Nippon Electric Company, Limited , before it was renamed in 1983. It still goes by the old name in Japan.
Larger Image Click on Image Source: NEC Corporation

Introduction to NEC
Products by Category
Computers Networking Semiconductor & Component

Other

Consolidated Financial Results for the Third Quarter of the Fiscal Year Ending March 31, 2006

Click on Image Source: NEC Corporation

Introduction to Information Technology

Information technology (IT) or Information and communication(s) technology (ICT) (also Infocomm, esp. in Asia) is a broad subject concerned with technology and other aspects of managing and processing information, especially in large organizations.
In particular, IT deals with the use of electronic computers and computer software to convert, store, protect, process, transmit, and retrieve information. For that reason, computer professionals are often called IT specialists, and the division of a company or university that deals with software technology is often called the IT department. Other names for the latter are information services (IS) or management information services (MIS), managed service providers (MSP).

Click on Image Source: NEC Corporation

Introduction to Information Technology

Information technology audit IT audit resources Computer security audit Computing Computer science Information science Information security World Wide Web Digital library Pattern recognition Data management Data processing RFID Data mining Data drilling Metadata Data storage Database Data networking Technology assessment Cryptography Information Technology Infrastructure Library Information technology governance Telematics

Introduction to Verizon Communications

Verizon Communications (NYSE: VZ) is a major telecom company based in New York City. It was formed when Bell Atlantic, one of the Regional Bell Operating Companies, bought GTE, formerly the largest independent localexchange telephone company in the United States in 2000.
Prior to its transformation into Verizon, Bell Atlantic had merged with another Regional Bell Operating Company, NYNEX, in 1997. The name is a portmanteau of vertical and horizon, creating a paradoxical title which sounds modern, optimistic, and pleasing to the average consumer.

Click on Image Source: Copyright 2006 Verizon

GTE corporate logo, 1971-2000

Introduction to Verizon Communications

History Pre-Verizon Creation Bell Atlantic NYNEX GTE Creation of Verizon Merger Effects MCI Acquisition Sale of international units Verizon Services Voice Video Data Directory Operations See also Corporate Governance Verizon's Competitors Landline Wireless References External links

Click on Image Source: Copyright 2006 Verizon

Introduction to Verizon Communications

Company Profile Overview Products & Services Corporate History Industry Overview Technology

Business Segments
Overview Domestic Telecom Domestic Wireless International Information Services
Source: Copyright 2006 Verizon

Introduction to Verizon Communications

Consolidated Statement of Income 2004 - 2005 Presentation Webcast Presentations

Source: Copyright 2006 Verizon

Introduction to Telecommunications
Telecommunications is the communication of information over a distance. More
Explanation Examples of human (tele)communications History of Telecommunication Telegraphy Optical Electromagnetic and electrical Early wireless communication Wireless telegraphy Radio communication See also External links
Click on Image Source: 2006 Telenor ASA

Multinational Corporations
A multinational corporation (MNC) or multinational enterprise (MNE) or transnational corporation (TNC) is a corporation/enterprise that manages production establishments or delivers services in at least two countries.

Critiques Examples In fiction See also

Fostering Growth and Promoting a Responsible Market Economy - A G8 Declaration

Annual Report on the Guidelines for Multinational Enterprises The 2005 edition includes a special focus on corporate responsibility in the developing world

Multinational Corporations
Multinational corporations (MNC) are often divided into three broad groups:
Horizontally integrated multinational corporations manage production establishments located in different countries to produce same or similar products. Vertically integrated multinational corporations manage production establishment in certain country/countries to produce products that serve as input to its production establishments in other country/countries. Diversified multinational corporations manage production establishments located in different countries that are neither horizontally or vertically integrated.

Multinational Corporations
Multinationals have played an important role in globalization. Given their international reach and mobility, prospective countries, and sometimes regions within countries, must compete with each other to have MNCs locate their facilities (and subsequent tax revenue, employment, and economic activity) within.

To compete, countries and regional political districts offer incentives to MNCs such as tax breaks, pledges of governmental assistance or improved infrastructure, or lax environmental and labour standards. This process of becoming more attractive to foreign investment can be characterized as a race to the bottom.

Lick on Image Source: NEC Corporation

Business Drivers
Also see Business Prophet - C.K. Prahalad Insights and Opportunities: Transforming Procurement Capabilities in Asia Economic Value Added

Larger Image Source: Metapraxis

Business Analysis
1. Benefits of Business Analysis 2. Roles of Business Analysts 3. Business Process Improvement 4. Goal of Business Analysts 5. External Links
Also see Quantitative Methods Strategic Business Analysis Financial Statements Quantitative Method From Wikipedia, the free encyclopedia

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Quantitative Methods
Quants Handbook
Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture Lecture
Click on Image Source: Brian C. McCarthy Ohio University

1: 2: 3: 4: 5: 6: 7: 8: 9:

Functions & Economic Relationships Economic Models/Linear Models Basic Differential Calculus Optimisation Functions of Several Variables Unconstrained Optimisation Constrained Optimisation Growth & Dynamics Introduction to Difference Equations

Source: Bob Beachill Leeds Metropolitan University beach@thenet.co.uk

Strategic Business Analysis

SWOT Analysis PEST market analysis tool Porter's Five Forces Model Value Chain
Managing Your Value Chain

Resources and Capabilities

Organisational Capabilities Financial Analysis

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Financial Statements: The System

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Financial Statements: Analysis

1) 2) 3) 4) 5) 6)

7)
8) 9) 10) 11)

Financial Financial Financial Financial Financial Financial Financial Financial Financial Financial Financial

Statements: Statements: Statements: Statements: Statements: Statements: Statements: Statements: Statements: Statements: Statements:

Introduction Who's In Charge? The System Cash Flow Earnings Revenue Working Capital Long-Lived Assets Long-Term Liabilities Pension Plans Conclusion

Printer friendly version (PDF format)

Source: Investopedia.com

Financial Ratios
A financial ratio is a ratio of two numbers of reported levels or flows of a company. It may be two financial flows categories divided by each other (profit margin, profit/revenue). It may be a level divided by a financial flow (price/earnings). It may be a flow divided by a level (return on equity or earnings/equity). The numerator or denominator may itself be a ratio (PEG ratio). Ratios
Flow-to-flow Level-to-level Ratio-to-ratio To cash flow To earnings To market cap

Larger Image Download Financial Ratio Analysis (177K) for Microsoft Excel. Source: Baarns Consulting Group

See also External links

Benchmarking
Benchmarking (also "best practice benchmarking" or "process benchmarking") is a process used in management and particularly strategic management, in which organizations evaluate various aspects of their processes in relation to best practice, usually within their own sector.
This then allows organizations to develop plans on how to adopt such best practice, usually with the aim of increasing some aspect of performance. Benchmarking may be a one-off event, but is often treated as a continuous process in which organizations continually seek to challenge their practices.

Advantages of benchmarking Competitive benchmarking Collaborative benchmarking Procedure Cost of benchmarking Benchmarking in financial markets External links

Click on Image. Larger Image. Source: OEP

Competitive Position: Competitive Advantage

Literature Review
Strategic Planning Competition What in the World is Competitive Advantage? Competitive Postion: Competitive Advantage What is Sustainable Competitive Advantage Sustainable Competitive Advantage

Creating Business Value

Interest Alignment Rents and Competitive Advantage Performance measures to support competitive advantage

Click on Image Source: BRS

Click on Image Source: businessballs.com

Competitive Position: Competitive Advantage

Literature Review
Competitive strategy Michael Porter: Generic Strategies Risk-related Challenges

Larger Image Click on Image Source: Vadim Kotelnikov, GIVIS, Ten3 East-West

Also see Annotated Lecture Outline

Strategic Capability: Core Competence

Corporate Capabilities
Core Competency Strategic Intent Innovation

New Paradigm: Resource-Based Theory

Theory of Constraints Value Chain Organisational Culture Organisational Structure Economic Value Added

Six Sigma

Larger Image Click on Image Source: Sumitomo Corporation

Strategic Planning
Strategic planning consists of the process of developing strategies to reach a defined objective. As we label a piece of planning "strategic" we expect it to operate on the grand scale and to take in "the big picture" (in contradistinction to "tactical" planning, which by definition has to focus more on the tactics of individual detailed activities).
"Long range" planning typically projects current activities and programs into a revised view of the external world, thereby describing results that will most likely occur (whether the planner wants them or not!) Also See Introduction to Strategic Management

Click on Image Source: Long Range Planning - International Journal of Strategic Management

Strategic Planning
"Strategic" planning tries to "create" more desirable future results by (a) influencing the outside world or (b) adapting current programs and actions so as to have more favorable outcomes in the external environment.

Click on Image Source: learningworks@telus.net

Strategic Planning
Methodologies Situation Analysis Identifying cultures Perspectives Ethnographical versus Clinical approach Functionalistic versus Interpretionistic approach Artifacts Visible artifacts Invisible artifacts Culture types Changing cultures and strategy Approaches Resistance Measurements Goals, objectives and targets Mission statements and vision statements Why strategic plans fail External links

Click on Image. Larger Image Source: University of Cambridge, Department of Engineering

Competitive Position: Competitive Advantage

Competition is the act of striving against another force for the purpose of achieving dominance or attaining a reward or goal, or out of a biological imperative such as survival. Competition is a term widely used in several fields, including economics, business, politics, and sports. Competition may be between two or more forces, life forms, agents, systems, individuals, or groups, depending on the context in which the term is used.
Sizes and levels of competition Consequences of competition Competition in different fields Economics and business competition Competition in biology and ecology Competition in politics Sports competition Competition in education The Study of competition Competitiveness Econometrics See also

Click on Image Source:Brecker Associates

Sustainable Competitive Advantage

Owning Competitive Advantage Competition Hypercompetition

Larger Image Click on Image Source: Vadim Kotelnikov, GIVIS, Ten3 East-West

Sustainable Competitive Advantage

In marketing and strategic management, sustainable competitive advantage is an advantage that one firm has relative to competing firms. The source of the advantage can be something the company does that is distinctive and difficult to replicate, also know as a core competency, for example P&G' ability to derive superior consumer insights and implement them in managing its brand portfolio.

Larger Image Click on Image Source: Infosys Consulting

Creating Business Value

Information technology facilitates new and more efficient way of creating business value in the new economy. As a result, instead of the traditional vertically integrated value chains, organizations must adopt business models based on independent layers of value-creating activities.

Meltdown of the Value Chain

Impact of rising strength of emerging economies on market expansion Role of emerging market conditions on first mover advantages Sources of first mover advantages in emerging markets Strategies to sustain these advantages

Complementing for Complexity: Leading Through Managing The first mover in an emerging market

Source: General Management Review

Competitive Strategy: Michael Porter

Michael Porter: Generic Strategies

Larger Image Click on Image Source: www.tutor2u.net

Image by benchmarkporter.com

Strategic Capability: Core Competence

Internal capabilities Corporate capabilities Resource-based view Capabilities in the new economy Synergy Patents

Effective leadership
Teamwork Continuous learning Tacit knowledge
Larger Image Click on Image Source: Vadim Kotelnikov, GIVIS, Ten3 East-West

Core Competency
Core Competency
The Work of Hamel and Prahalad

Sustainable competitive advantage

Synergy

The Competence Problem

Principles and Functions of Management - Henri Fayol Qualities of a Successful Manager The Motivation and Performance Obsession

Leadership and Management

Managerial Competency Questionnaire

Larger Image Click on Image Source: Forio Corporation

Strategic Intent
Corporate Vision, Mission, Goals and Strategies

Your Enterprise Strategy

Dynamic Business Strategy Strategy Innovation Marketing and Selling Strategic Thinking New-to-the-World Product Development
Larger Image Click on Image Source: Vadim Kotelnikov, GIVIS, Ten3 East-West

Managing Your Value Chain

Strategy Implementation

Innovation
Efficiency Improvement New ways of doing business New rapidly globalizing economy Technological innovation
Technology Transfer

Fast Company Reaching and servicing customers The Entrepreneur Innovation project management
Roadmaps
Guiding principles Business processes
Click on Image Source: Vadim Kotelnikov, GIVIS, Ten3 East-West

New Paradigm: Resource-Based Theory

Strategic Marketing and the Resource Based View of the Firm Business Strategy
Setting Objectives & Planning Customer Satisfaction Performance Management

Performance Measurement System

Balanced Scorecard (BSC) Service-Profit Chain Sustainable Growth Strategies

Porter's Five Forces Model for Industry Analysis Economic Value Added (EVA) Business Architect
Click on Images Source: Vadim Kotelnikov, GIVIS, Ten3 East-West

Theory of Constraints
Theory of Constraints (TOC) is a body of knowledge on the effective management of (mainly business) organizations, as systems. The author is Eliyahu M. Goldratt, with many others contributing to the body of knowledge.

The Thinking Process (TP) Throughput Accounting Application-specific TOC solutions Operations Supply Chain / Logistics Finance and Accounting Project Management Marketing and Sales The Six Necessary and Sufficient Questions relating to Technology Development and practice Also See References
Larger Image Click on Image Source: Osaka Gakuin University A Guide to Implementing the Theory of Constraints (TOC)

Value Chain

Click on Image Source: Vickers

Organisational Culture
Organizational culture comprises the attitudes, values, beliefs, norms and customs of an organization. Whereas organizational structure is relatively easy to draw and describe, organizational culture is considered to be less tangible and more difficult to measure. It is also called Company Culture. Influences on organizational culture Strong/Weak cultures Classifying organizational culture Hofstede Deal and Kennedy Charles Handy Edgar Schein Elements of culture Critical Views on Organizational Culture Figures in organizational culture See also Sources
Click on Image. Larger Image Source: University of N. Carolina

Organisational Structure
Organizational structure is the way in which the interrelated groups of an organization are constructed. The main concerns are effective communication and coordination. Pre-bureaucratic Bureaucratic Functional Structure Divisional Structure Post-Bureaucratic Matrix organization
Multi-Unit Organization Adhocracy

See also

Click on Image. Larger Image Source: 2004-2006 Visitask

Economic Value Added

What Does Economic Value Added Really Mean?
Click on Images for further information
Source: David Harper, (Contributing Editor - Investopedia Advisor)

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Six Sigma
Six Sigma was pioneered by Bill Smith at Motorola in 1986[1]. Originally, it was defined[2] as a metric for measuring defects and improving quality; and a methodology to reduce defect levels below 3.4 Defects Per (one) Million Opportunities (DPMO). Six Sigma is a registered service mark and trademark of Motorola, Inc[3]. Motorola has reported over US$17 billion savings[4] from Six Sigma to date.
AlliedSignal and GE became early adopters of Six Sigma and reported benefits of over US$300 million during its first year of application[5]. Their CEO's, Larry Bossidy and Jack Welch, played a vital role in popularizing Six Sigma. Other major organizations who claim to have benefited from Six Sigma implementation are Ford, Caterpillar, Microsoft, Raytheon, Quest Diagnostics, Seagate Technology, Siemens, Merrill Lynch, Lear, 3M and many more.

Click on Image Source: KETCH.ca

Six Sigma
Definition Application & Success
Healthcare Banking Insurance Construction Military

Methodology
DMAIC DMADV

Roles Required for Implementation Examples of Some Key Tools Used Criticisms of Six Sigma
Of its origin Of the term: Six Sigma Of statistics Of methods Of effects Click on Image Source: QCI International. All rights reserved.

References See also External links

Competitive Position - Competitive Advantage 1/4

Lecture Opening Remarks It is useful to start the session by recapping on the previous lecture and emphasizing the notion of strategy as imperfection or the quest for unfair advantage. This lecture explores the idea of competitive advantage in more detail and puts some flesh on the bare bones of generic strategies introduced in the preceding session. The lecture focuses on the idea that strategy is about the position of an organisation with respect to its markets and competitors (the so called market-based or positioning school) and looks at the relationships between market structure, pricing and strategy.
The Market Positioning School A recap on the generic strategies framework introduced briefly in the last chapter and restatement of the stuck in the middle hypothesis.

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Competitive Position - Competitive Advantage 2/4

The Nature and Source of Cost Advantage A more detailed look at the nature and sources of cost advantage focussing on the links between economies of scale, scope and learning and the achievement of cost advantage. The Nature and Source of Differentiation Advantage A more detailed look at the nature and source of differentiation advantage and the risks associated with this strategy emphasising the difference between differentiation and cost based strategies. Identifying the potential for differentiation.

The Concept of Competitive Advantage A definition of competitive advantage and a description of its constituent elements. An explanation of firm-specific imperfections as the source of competitive advantage and the interrelationship between industry structure and competitive advantage.. This latter point may be omitted from undergraduate lectures and developed in a tutorial context. Figure 6.7. An explanation of the concept of sustainability and its determinants (on undergraduate programmes this may be included a little later in the course)

Competitive Position - Competitive Advantage 3/4

Three Major Routes to Competitive Advantage: Is it possible for a firm to pursue more than one generic strategy? A re-statement of the stuck in the middle hypothesis and a summary of the reasons for arguing that, in order to be successful, a firm should commit to a single strategy. The critique of this position and the implications of composite strategies. The relationship between generic strategies and market structure (this may be omitted on undergraduate programmes).

On undergraduate programmes the following sections may form the basis of a second lecture

Market Segmentation Analysis The rationale for market segmentation analysis. The concept of offer curves and price/quality trade-offs (this element may be omitted on undergraduate programmes). The identification of segmentation variables. Value Creation and Value Analysis The concept of value and consumer surplus. The link between value, competitive strategy and competitive advantage. Value maps could be included if time permits but can be omitted without losing the main thrust of the argument.

Competitive Position - Competitive Advantage 4/4

Strategic Group Analysis An explanation of the concept of strategic groups and rationale for this kind of analysis. Mapping strategic groups over time and strategic groups in practice. Industry Transformation Using the 5 forces framework to gain insight into industry transformation. On undergraduate programmes this may be omitted from the main lecture and developed in tutorial sessions. Business Models This is an optional part of this session and may be considered in a later slot. An explanation of the terminology. The key elements of a business model. Business models in practice. Achieving a sustainable and defensible strategic position.
Larger Image Click on Image Source: Vadim Kotelnikov, GIVIS, Ten3 East-West

Strategic Capability: Core Competence 1/3

Lecture a recap of prior concepts and the logic of the market-based view of the firm. A discussion of the way this lecture fits with the overall framework of the strategy course. SLIDE: Figure 1.6 A systemic model of strategy
The Resource-based View of the Firm- an explanation of the main tenets of the resource-based view and the ways in which it differs from the market-based view. SLIDE: The market-based versus the resource-based view of the firm. The Language of Resources and Capabilities a discussion of key terminology, for example capabilities, competences, strategic assets highlighting the fact that different authors use different terms to refer to similar concepts. SLIDE: Some key definitions SLIDE: Core Competences = Distinctive Capabilities = Strategic Assets The Importance of Intangibles an explanation of what is meant by intangibles and why they are considered to be of particular importance SLIDE: Identifying Intangibles p. 263

Strategic Capability: Core Competence 2/3

Determining the Value of Competences an explanation of the concepts of imitability, durability, substitutability and appropriability. SLIDE: Figure 7.5 Linking the Market-based and Resource-based Views discussion of the ways in which these two perspectives complement each other which draws on the notion of key success factors. For undergraduates this could be the concluding slide. SLIDE 7.10 SLIDE: Figure7.6

Strategic Capability: Core Competence 3/3

Competence-based Competition an introduction to the notions of strategic intent and strategic innovation, emphasizing the role of learning. SLIDE: Figure 7.7 Competitive strategy in practice some prescriptive advice about managing the business for value and positioning the business for growth. More suited to postgraduate students with management experience. SLIDE: Figure 7.2 SLIDE: Figure 7.15
Concluding comments a brief summary of the key ideas highlighting of the fact that every firm is different and that managerial processes, information and communication together with intangible assets and core competences are central to developing and sustaining competitive advantage.

Click on Image Source: SUNY Cobleskill