Mini-Group Presentation

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Internal Analysis: Resources, Capabilities, and Activities

Lina Deng

Internal Analysis: Inside the Firm

• Comparing two firms in same industry: Internal focus

Ø Core Competencies

v Unique strengths deep inside that differentiate a firm

v Can drive competitive advantage

Ø Strategic Fit v Internal strengths fit with the external

environment

Creating Strategic Fit to Leverage Internal Strengths

4–3

The Role of Strategy in Business is to Generate and Sustain Value via the Linkages Between Positioning,

Organization, and Resources & Capabilities

Positioning

Organization Resources & Capabilities

4–4

Positioning

• Scope of the Firm:

Ø Geographic scope Ø Product-market scope: Choice of businesses

(corporate portfolio analysis)

Ø Product market positioning within a business

Ø Vertical integration (value chain)

decisions

Organization

• Structure Ø Formal definition of authority Ø Conflict resolution

• Systems Ø Rules, routines, evaluation and rewards

• Processes Ø Informal communication, networks, and recruitment

4-6

Resources and Capabilities

• Tangible resources Ø e.g., physical capital

• Organizational capabilities Ø e.g., routines and standard operating procedures

• Intangible resources Ø e.g., trademarks, “know-how”

4–8

Linking Resources and Capabilities to Firm Performance

Company Examples of Core Competencies and Applications

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Tangible and Intangible Resources

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The Resource-based View

•  Google Example Ø Tangible resources valued at $5 billion Ø Intangible brand valued at over $100 billion Ø Googleplex has both tangible and intangible aspects

•  Competitive Advantage More Likely….. Ø From intangible resources

4–14

Two Critical Resource Dimensions in RBV

• Resource heterogeneity Ø Bundles of resources and capabilities differ across firms Ø Southwest Airlines and Alaska Airlines have different

resources v SWA

– Higher employee productivity – Informal organization, pilots help load luggage

• Resource immobility Ø Resources tend to be “sticky” and do not move easily Ø Southwest Airlines sustained advantage

v Several decades superior performance v Competitors have unsuccessfully imitated SWA model

4–15

Applying RBV: Decision Tree Competitive Implications

The Value Chain

•  Primary Activities Ø Add value directly in transforming inputs into outputs

v  Raw materials through production to customers

•  Support Activities Ø Indirectly add value

v  Provide support to the primary activities v  Information systems, human resources, accounting, etc.

•  Managers can see how competitive advantage flows from a system of activities (using activity-based accounting).

The Value Chain

Adapted from Exhibit 3.1 The Value Chain: Primary and Support Activities

Source: Adapted with permission of The Free Press, a division of Simon & Schuster, Inc., from Competitive Advantage: Creating and Sustaining Superior Performance by Michael E. Porter.

General administration

Human resource management

Technology development

Procurement

Inbound logistics

Operations Outbound logistics

Marketing and sales

Service

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Value Chain: Primary and Support Activities

Hostess’s Cost Components

C en

ts p

er u

ni t

Profit

Marketing: Promotions

Marketing: Advertising

Outbound logistics

Operations: Manufacturing

Operations: Packaging

Operations: Ingredients

Relative Cost Analysis

Hostess Little Debbie Ontario Baking Savory Pastries

C en

ts p

er u

ni t

Profit Marketing: Promotions

Operations: Manufacturing

Operations: Packaging

Operations: Ingredients

Marketing: Advertising Outbound logistics

Value Chain Analysis

•  Outsourcing activities can have the unintended consequence of damaging the firm’s potential to evaluate continuously its key assumptions, learn, and create new capabilities and core competencies. Thus, managers should verify that the firm does not outsource activities that stimulate the development of new capabilities and competencies.

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Strategic Coherence

The Logic of How The Business Fits Together:

• Southwest Airlines Ø  Low Price Ø  Short Routes

• No Frills • Point-to-Point • One Aircraft --

Boeing 737 • High number of

Aircraft per Route • No Meals • Flexible/ Lower Staffing

• American Airlines Ø  Premium Price Ø  Short, Long, & Int’l Ø  Variety

• Hub & Spoke System • Multiple Aircraft • Low number of

Aircraft per Route • Meals & Service • Higher Staffing

Southwest Airline’s Activity System

Limited passenger amenities

Short-haul, point-to-point

routes between midsize cities

and secondary airports

High aircraft

utilization

Frequent, reliable

departures

Lean, highly productive ground and gate crews

Very low ticket prices

No meals

No seat assignments

No baggage transfers

No connections with other

airlines

15-minute gate

turnarounds

Limited use of travel agents

Automatic ticketing machines

Standardized fleet of 737

aircraft

Flexible union

contracts

High level of employee

stock ownership

“Southwest, the low-fare

airline”

High compensation of employees

Strategic Coherence: Fit and Balance

•  A fit among corporate, business, and functional strategy;

•  A fit between strategy formulation and implementation;

•  A balance of commitment and flexibility;

•  A balance among stakeholders;

•  A balance of competition and cooperation;

•  A balance of hiding and diffusing information;

•  A balance of centralization and decentralization; and

•  A balance between stability and change.

4–25

Strategic Coherence

•  Combining activities that complement and reinforce one another. These activities dovetail together to help achieve the overall objectives of the firm.

•  Such strategies, which may regarded as systems of activities are often more successful because they are more difficult to imitation. Thus, they can lead to a sustainable competitive advantage.

•  Strategic coherence may not be a sufficient condition for attaining a competitive advantage, but it is often a necessary one.

4–26

Strategic Coherence

•  A sustainable competitive advantage often requires trade- offs. These tradeoffs arise for at least three reasons:

Ø Inconsistencies in image or reputation. Ø Tradeoffs arising from the activities themselves.

Ø Limits on internal coordination and control

•  General management at its core is strategy:

Ø  Defining and communicating the company’s unique position; Ø  Making tradeoffs; Ø  Forging a dynamic fit among activities (i.e., strategic coherence). 4–27

Dynamic Strategic Activity Systems

•  A network of interconnected activities in the firm

•  Evolve over time – external environment changes Ø  Add new activities & upgrade or remove obsolete ones

•  Vanguard Example Ø  A global investment firm - $1.4 trillion managed assets

v  Emphasis on low customer cost and quality service –  Among the lowest expense ratios in the industry (0.20%)

Ø  Updated the activity system from 1997 to 2011 v  New customer segmentation core v  Two new support activities v  Permits customized offerings: long-term and more active traders

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Vanguard Group’s Activity System 1997

Legend

Core

Support

4–29

Vanguard Group’s Activity System 2011

Legend

Core

Support

4–30

Dynamic Capabilities Perspective

•  A firm can modify its resource base to gain & sustain a competitive advantage Ø Advantage is gained from reconfiguring a firm’s

resource base Ø Honda core competency in gas-powered engine

design v Could decrease in value

v If consumers move toward electric-powered cars

v BYD competency in batteries would gain advantage

•  Dynamic capabilities are an intangible resource •  Resource stocks and flows are a useful view

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Role of Inflows and Outflows in Building Stocks

4–32

IBM Product Scope 1993 and 2010

In 1993, hardware accounted for 50% of IBM revenues

In 2010, software & (IT) services accounted for 80% of IBM revenues,

hardware was down to 18%

4–33

How to Protect a Competitive Advantage

1.  Better Expectations of Future Values Ø Buy Resources at a low cost

v  Real Estate Development - highway expansion

2.  Path Dependence Ø Current alternatives are limited by past decisions

v  Honda’s core competency in gas engines took decades to build

4–34

How to Protect a Competitive Advantage

3. Causal Ambiguity Ø Cause of success or failure are not apparent

v  Why has Apple had such a string of successful products? –  Role of Steve Jobs’ vision? –  Unique talents of the Apple design team? –  Timing of product introductions?

4. Social Complexity Ø  Two or more systems interact creating many possibilities

v  A group of 3 people has 3 relationships

v  A group of 5 people has 12 relationships

4–36