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SMMCG2[BS-3]LN5&LN6 - Coggle Diagram
SMMC
G2
[BS-3]LN5&LN6
Executive Expertise
Key resources of competitive for theirs business.
Enterprise 2
Recognizing their channel relationship well.
Understanding the exact dynamics.
Do more than they need.
Enterprise 3
Financial representatives.
Enterprise 1
Technology
Analytics
Barrier to entry to decrease.
The way that sustain their competitve advantage.
Enterprise 2
A correct company's culture.
Enterprise 3
Third rail of theirs bussiness tech.
Enterprise 1
Build a dinstinguished brand.
Resources and Capabilities
Resources
intangible
relationships
reputation and relationships with customers, clients, suppliers, distributors and stakeholders
human capital
trained, motivated, and organized to perform in a
cohesive and coordinated manner
the raw talent and
skills of employees
technology
product innovation, prototypes,
and designs
know how processes and organizational routines in systems
tangible
financial resources
cash at hand and borrowing capacity
physical resources
buildings, machinery, and real
estate
Which resources can create economic value added?
increase customer value
reduce cost
access resource exclusively
Capabilities
capacity to perform a particular activity
be reliable to repeatedly perform the activity
activity not always be performed in a superlative
manner
to perform some important activity
product development
a viral marketing capability
Apple
deployment combination and linking of resources
1.brand and reputation,
2.talented marketing managers,
3.uniquely designed retail stores,
4.web developers,
5.viral marketers
embedding of learning of capability development in organizational routines and processes
customer-friendly
easy-to-use product
Source of competitive advantage
activity set, resources or capabilities
values criterion
help increase EVA
rarity criterion
exclusive access to create business value
Common roots of heterogeneity
path dependence
managerial foresight
history
luck
Conceptual lens to use
capability
grasp of substantive differenc
summarize the company's key
differentiators / performance advantage
resource
link to value creation
activity
fine grained application
generating a competitive advantage
Strategy must align the firm with its environment
How to define competition?
set of rival in industry
industry average competitor
better performance
long run profit performance
A/C Profitability
ROA/ROE/ROCE
Market value
price X shares
NPV
EVA
Heterogeneity
inter-firm differences?
Sustaining
performances advantage durable
Competitive Advantage
Sources of competitive advantage
value chains
capability
activities
value network
sustained competitive advantage
immobility
durability
inimitability
relevsnce
firm effect
Industry effect
performance resulting from being in a more/less profitable industry
company effect
performance resulting from unique attributes of the company
accounts for explainable firm performance
Sustained competitive advantage
Barriers
Tacit knowledge
Resource
Property
Complexity
Casual ambiguity
Resource based view
V-R-I framework
Rare
Inimitable
Valuable
Contemporary
Competitive
Sustained
Creation of economic value
Durability
Dynamic capabilities
Relevance
Activities of the Firm
Sources of Competitive Advantage
Activities
Analyzing Activities
Challenges
How to organize a large set of activities into meaningful subsets
Solution
Value Chain
Primary Activities
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How to illustrate the relationships between these activities
Solution
Value Network
Capabilities
Resources