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Components of Internal Analysis Leading to Competitive Advantage & Strategic Competitiveness. Resources , Capabilities & Core Competencies. Sumber : Gary Hamel & C.K. Prahalad . Competing for the future. Harvard Business Review.

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Components of Internal Analysis Leading to Competitive Advantage & Strategic Competitiveness


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    components of internal analysis leading to competitive advantage strategic competitiveness
    Components of Internal Analysis Leading to Competitive Advantage & Strategic Competitiveness

    Resources, Capabilities & Core Competencies

    Sumber: Gary Hamel & C.K. Prahalad. Competing for the future. Harvard Business Review.

    slide2

    Components of Internal Analysis Leading to Competitive Advantage & Strategic Competitiveness

    Resources, Capabilities & Core Competencies

    Sony that benefit is "pocketability," and the core competence is miniaturization

    Management guru Michael Porter argues that business strategy is not about operational effectiveness (doing things better), but about doing things differently.

    For Porter, 'Competitive Strategy' means deliberately choosing a different set of activities to deliver a unique mix of value.

    Core competencies of a company can be defined as a set of skills and expertise that enable a company to deliver exceptional value to customers.

    Federal Express the benefit is on-time delivery, and the core competence, at a very high level, is logistics management

    DELL core competencies

    Global production……strength in Supply chain

    Direct selling with interactive online shopping to cut of cost

    Value creation: low cost than competitor

    components of internal analysis leading to competitive advantage strategic competitiveness1
    Components of Internal Analysis Leading to Competitive Advantage & Strategic Competitiveness

    Resources, Capabilities & Core Competencies

    resources capabilities and core competencies
    Resources, Capabilities, and Core Competencies

    Resources are the source of a firm’s capabilities. Resources are bundled to create organizational capabilities. Capabilities in turn are the source of a firm’s core competencies, which are the basis of competitive advantages

    resources capabilities and core competencies1
    Resources, Capabilities, and Core Competencies
    • Resources

    Resourcesare inputs into a firm’s production process, such as capital equipment, the skills

    of individual employees, patents, finances, and talented managers.

    Tangible resources are

    assets that can be seen and

    quantified.

    resources capabilities and core competencies2
    Resources, Capabilities, and Core Competencies
    • Resources

    Intangible resources include

    assets that typically are rooted deeply in the firm’s history and have accumulated over time.

    resources capabilities and core competencies3

    Capabilities

    Resources, Capabilities, and Core Competencies

    Unilever

    Marta tilar

    Unilever

    Garuda Indonesia

    Herbal product PT. sidomuncul

    Apple - Sony

    Apple

    Samsung electronic

    resources capabilities and core competencies4

    Capabilities

    Resources, Capabilities, and Core Competencies

    Capabilities exist when resources have been purposely integrated to achieve a specific task or set of tasks.

    Critical to the building of competitive advantages, capabilities are often based on developing, carrying, and exchanging information and knowledge through the firm’s human capital

    Capabilities often evolve and develop over time

    Exp: Client-specific capabilities often develop from repeated interactions with clients and the learning about their needs that occurs

    Dynamic Capability

    Capacity (1) to sense and shape opportunities and threats, (2) to seize opportunities, and (3) to maintain competitiveness through enhancing, combining, protecting, and when necessary, reconfiguring the business enterprise’s intangible and tangible assets.

    resources capabilities and core competencies5

    Capabilities

    Resources, Capabilities, and Core Competencies

    Firms must also be able to utilize the knowledge that they have and transfer it among their business units

    The firm’s challenge is to create

    an environment that allows people to integrate their individual knowledge with that held by others in the firm so that, collectively, the firm has significant organizational knowledge

    resources capabilities and core competencies6

    Capabilities

    Resources, Capabilities, and Core Competencies

    Knowledge is gained through experience, observation, and inference and is an

    intangible resource

    Knowledge (information, intelligence, and expertise) Transfer

    Learning Organization

    resources capabilities and core competencies7
    Resources, Capabilities, and Core Competencies
    • Core Competencies

    core competencies are capabilities that serve as a source of competitive advantage for a firm over its rivals.

    Core competencies emerge over time through an organizational process of accumulating and learning how to deploy different resources and capabilities

    Capacity of an integrated set of resources to integratively perform a task or activity

    Not all of a firm’s resources and capabilities are strategic assets—that is, assets that have competitive value and the potential to serve as a source of competitive advantage

    building core competencies2
    Building Core Competencies

    Capabilities that are valuable, rare, costly to imitate, and non substitutable are Core Competencies

    Core competencies are sources of competitive advantage for the firm over its rivals.

    Four Criteria of Sustainable Competitive Advantage

    Valuable capabilities

    SCA

    Rare capabilities

    Costly-to-imitate capabilities

    Non substitutable capabilities

    building core competencies5
    Building Core Competencies

    Sumberdayamelimpah , Dayasaingdipertanyakan?

    ApakahMasalahnya?

    conditions affecting managerial decisions about resources capabil ities and core competencies
    Conditions Affecting ManagerialDecisions about Resources,Capabilities, and Core Competencies
    slide20

    Next Week…….#6

    Competitive Advantage

    market base strategy

    Vs

    MarketBase Strategy
    • ResourcesBase Strategy
    to be continued next slide
    To be continued…next slide

    "Strategic management is trying to understand where you will sit in tomorrow's world, not where you hope to sit; assessing where you can be and deciding where you want to be."

    - John F Welch. General Electric Co