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BS-3b / Internal Analysis and Competitive Advantage, SMMC G5, the way to…
BS-3b / Internal Analysis and Competitive Advantage
4 potential challenges (Apple)
keep producing economic value
ensure
durability
Don't let the reputation and brand image be lost over time
Let talented employees work well together
Keep the key activities operating
relevance
Sharability
: iCloud, AirDrop, AirPlay
design
: smooth edges, clean interface, refined materials
Integration of system
: use iPhone to unlock Mac or answer calls on iPad
sustain the rarity of the internal attributes
prevent
imitation
other firms figure out and implement product development processes and routines
replication
other firms use different product development processes but achieve similar results
barriers to durability & relevance
Durability
internal strengths may steadily diminish
degradation of resources
loss of routines and activities
Transfer of key employees and partners
Relevance
within a dynamic and constantly
changing environment
the biggest problem faced by companies
competitive advantage may not be as
useful
core competences
core rigidities
a leaky bucket
bucket
represents a company
water
sources of competitive advantage
About durability
maintain the activity system
retain the people
preserve the resources
About relevance
dynamic capabilities
companies changing their sources of competitive advantage through this
V-R-I-O framework
explain the link between a firm's
resources
capabilities
realize a sustained competitive advantage
ability
valuable
rare
inimitable
organized
companies need the capability to assemble and coordinate resources effectively.
resources should not be replaced and imitated easily
resources can be only be acquired by one or few companies
improving a firm’s efficiency and effectiveness by probimg opportunities or mitigating threats
has given rise to resource based view (RBV)
developed by Professor Jay Barney
barriers to imitation & replication
Tacit knowledge
personalization
knowledge that cannot be fully articulated through documents or guidelines
employees' experience, skills, and insights
insights into product development
understanding of the market
awareness of customer needs
difficult to convey
Resource mobility barrier
Competiters may luring their components suppliers
take iphone for example
motherboards
LCD screen
chips
Complexity
Competitors cannot fully replicate every element of the company's activity system accurately
Dynamism
competitive landscape
corporate strategy
Ambiguity
Diversity
technological innovation
Property right
using their own company trademarks to distinguish products
covered with software and hardware
be protected by patent
Casual ambiguity
competitors find it difficult to understand the source of competitive advantage
three types of ambiguity
Ambiguity of causality
competitors struggle to grasp how the enterprise utilizes resources for competitive advantage
Ambiguity of intentions
competitors find it difficult to predict the future actions of the enterprise.
Ambiguity of resources
competitors find it difficult to identify the key resources of the enterprise
Competitors find the advantages difficult to imitate or acquire
for value chain and value network
the rivals do not know
which activities are used and implemented
many choices and potential combinations among activities
diffecult to replicate and imitation
how activities are combined
SMMC G5
IBS3 Chloe
IBS3 Ken
IBS3 Hailey
DFLL3 Ruby
DFLL3 Emily
IBS3 Yvonne
IBS3 Ruby
DFLL3 Allen
the way to decrease data leakage
acquire the components flew into black markests
increase the exits control in factories
(especially in foreign countries)
establish secrect plans control teams
Video / Management Expertise: Competitive Advantage
AI Goldstein
building sustainable competitive advantage
in a world where barriers to entry are decreasing
competitor
scale
the
people
and
personnel
we have
have a 550 percent servicing center today
the
skill level
we have
the amount of
capital
we raised
technology
and
analytics
5-10 years ahead of what competitors are doing
developing different deployment architecture
reverse analytical models
be able to price risk
the lower the rate and can offer to an individual consumer
CRM systems all the data required
brand
could provide value to your consumers and really build a brand
《The Innovator's Dilemma》
why the companies that seemingly are on top of the world miss
the change in the stock
the change in the vertical
the next boat
Sean Chou
:forbidden: NEVER drink their own Kool-Aid
what is Kool-Aid
A person who blindly listens to others and believes what others say
be modest
Room for improvement
Set high standards
Ratchet it up & Do more
Never slack off
Catalytic
founded in 2015
no-code workflow automation platform
competitive field
<
customers wanted :star:
because
customers always want a lot
more than
you can deliver
they have many new ideas
= the way we judged ourselves
channel relationships
:one: Understand the exact dynamics
:two: Establish the role we should played
coopetition
Determine the progress of other companies' goals
NEVER
contradict
other companies :explode:
long-run competitive advantage
the right people
:silhouettes:
the right culture
:page_with_curl:
Kurt Bock
Do what competitor do
Retaining financial representatives
Long-run competitive advantage
Keep pace with the times
COBOL(Program)
Deal with problem precisely and flexibly
Property casualty platform
Interact well with
customers well
Most competitors do
respond to customers quickly :check:
Understand customer's need :green_cross:
Life platform.
Different from another competitors
defect
the trademark can be imitated
:check:
:check:
:red_cross:
:red_cross:
temporary competitve advantage
give the company an early-mover advantage but not a long-term competitve advantage
:check:
:check:
:check:
:red_cross:
unused competitve advantage
:check:
:check:
:check:
:check:
sustained competitve advantage :star:
CEO of Country Financial
:check:
:red_cross:
:red_cross:
:red_cross:
competitve parity
:red_cross:
:red_cross:
:red_cross:
:red_cross:
competitve disadvantage
challenge
metaphor
lead to
solution
difficult
for
