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BS-3b Internal Analysis and Competitive Advantage, G7 - Coggle Diagram
BS-3b Internal Analysis and Competitive Advantage
Sustained Competitive Advantage
Four Potential challenges :red_flag:
Threats to the rarity :diamond_shape_with_a_dot_inside:
Imitation
Barrier to immitation & replication
complexity
product ecosystem
products of Apple
iPhones
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global operations
manufacturing facilities
retail stores
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innovation and R&D
development new technologies
collaboration across various team & disciplines
improving existing products
legal & regulatory environment
intellectual property laws
competition regulations
data privacy concerns
tax policies
brand and customer relations
customer experience
built on reputation for quality
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brand consistency
addressing public perception
financial management
Apple is a financially complex organization
diverse revenue streams
investment strategies
capital allocation decisions
resource mobility barrier :check:
resource have agency
can be what they want
example: Apple's company :apple:
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Important for sustaining competitive advantage :!!:
property rights :check:
effective resources :ballot_box_with_check:
some can be physical resources :ballot_box_with_check:
example: mining lease/exclusive real estate:!:
Apple's case :apple:
mostly over intangibles and trademarks :star:
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Conclusion :star:
intellectual property isn't perfect :red_cross:
of company's resources
Apple's company idea :bulb:
to identify & deploy isolating mechanisms
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causal ambiguity
:apple: 's success reason
effective marketing strategies
strong brand loyalty
a focus on user experience
innovative product design
tacit knowledge
design philosophy
:apple: 's design principles
aesthetic preferences
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product development process
insights into how ideas are
generated
evaluated
refined
company culture
values
employees collaborate , communicate & make decisions within organization
norms
unwritten rules
market insights
consumer preferences
competitive trends
1 more item...
intellectual property
:apple: hold numerous patents & trade secrets
competitive advantage
engineers
researchers
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Imitate others product development process & routine
Replication
Different product development, achieve similar result
Threats to value creation :bulb:
Durability
Leaky bucket :potable_water:
Constant prospect of losing water
Company internal strengths :chart_with_downwards_trend:
Resources
Routine & activities
Key employees & partners
Capabilities
Solutions:question:
Keep adding water to the bucket
Replacing what's lost :
New hires :silhouettes:
Strengthen by training & managerial :!!:
Relevance
Biggest challenge :checkered_flag:
why :question:
Constant changes :timer_clock:
Environment :earth_africa:
Core rigidities :warning:
Dynamic capabilities :check:
Sources :recycle:
Goals :star:
Value chain and value network frameworks
organize and illustrate the relationships between activities within companies
understand what might be unnecessary and costly.
value chain
organizing activities along a sequence
ex: manufacturing firms
value network
customized and specific
ex: airlines, telephone services, financial services, healthcare or consulting.
Resource Based-View
VRI Framework
V
Valuable
R
Rare
the link between a firm's resources or
capabilities and ability to realize a sustained competitive advantage
durability or relevance of
the sources of competitive advantage
emphasize imitation barrier and
isolating mechanisms
I
Inimitable
Jay Barney
Conclusion
Competitive Advantage
Firm-effect :star:
Company performance
Three key ways to analyze :three:
Activities
Resources
Create economic value & rare
Capabilities
Challenges :checkered_flag:
Maintain Rarity :diamond_shape_with_a_dot_inside:
Barrier to imitation and replication
Value creation :bulb:
Ensuring durability and relevance of sources
G7
Michiko
Jerry
Elvira
Shella
Angeline
Annie
Jean