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[BS-3] Internal Analysis& Competitive Advantage, G7 (陳譽方 Sophie, 陳湘琳…

- - - - financial
      - more important?
        
        more potential to create economic value
        
        more difficult to access
      - physical
    - - technology
      - relationships
      - human capital
  - - - be reliable
      - doesn't lead to peform superlatively
      - to actually do sth
      - may have product development capability or viral marketing capability
- - - - Constant Changes Improvements Innovation
- - - - Accounting data is regularly collected and readily available for many firms
      - It can't analyze current competitive advantage and future performance
    - - Project the future free cash flows or cash profits
      - A scenario for planning purposes.
    - - The cost incurred by the company for the average customer
      - The difference between the value generated
      - It's difficult to measure value.
  - - - Heterogeneity
        
        Where do these inter-firm differences in profitability come from?
      - Sustaining
        
        How can these performance advantages be made durable?
- - - - Competitive advantage
      - Sustained competitive advantage
      - Sources of Competitive advantage
- - - - Productive firm-specific assets that one firms own and another doesn’t
    - - Great customer service, innovations, or low cost inventory management
      - Combination of few resources and a set of activities
    - - Executes each activity whether it is more effective or not and how these activities are related
      - Value chain
        
        in-bound logistics
        
        Primary activities
        
        Set of support activities
        
        Research & Development
        
        Human Resource Management
        
        Procurement
        
        Corporate infrastructure
        
        Delivered to customer (after-sale-service)
        
        Used for manufacturing firms
        
        Raw materials or components come in
      - Value network
        
        Service industries
        
        Airlines
        
        Aircraft operation
        
        Aircraft yield management
        
        Passenger amenities
        
        Ground and gate crews
        
        Branding& positioning
        
        Route structure & scheduling
        
        These inter- activity relationships become more definitive and clear
        
        Map of important sets of activities & their relationship
- - - - imitation
      - replication
        
        different product development processes but achieve similar results
    - - non-durability
      - non-relevance
      - internal attributes: activity sets, resources, capabilities / to be durable and not degrade or erode
  - - - complexity
        
        elements can be combined in very many different ways, and success depends on a very precise combination
      - tacit knowledge
        
        knowledge that cannot be easily explained and transferred to another
      - casual ambiguity
        
        unclear where exactly a company’s performance advantages come from
      - property rights
        
        trademark, copyrights, and patents
  - - - valuable and rare
    - - valuable
    - - valuable, rare, and inimitable
- - - - 99% of coffee is
        “ethically sourced”
      - Maintain good relationships with growers
      - Multiple checks before shipment
    - - Consumers can “hang out” in the coffeehouse
      - Based on a sense of community to attract people to come together
      - Comfortable seats and atmosphere
  - - - Start to spread the coffeehouse culture in the USA
    - - Had grown about 29324 stores globally
    - - Begin by selling roasted whole coffee in Seattle