Strategic Management: Value Creation, Sustainability, and Performance, 3e, 2014 Resource-Based...
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Transcript of Strategic Management: Value Creation, Sustainability, and Performance, 3e, 2014 Resource-Based...
Strategic Management: Value Creation, Sustainability, and Performance, 3e, 2014
Resource-Based Competitive Advantage
Chapter 6
1. Compare types of resources, relationship to competitive advantage.
2. Difference between resources and capabilities.
3. Categories of resources.
4. How to analyze resources and capabilities.
Learning Objectives
Tangible Hard assets; on balance sheet
Intangible Soft assets; not usually on balance
sheet
Ordinary Necessary to compete; not
sufficient for advantage
Extraordinary Basis for sustainable competitive
advantage
Types of Resources
Dimensions of Extraordinary ResourceValuable It is ValuableRare It is RareImitation It is difficult to
ImitateSubstitution It cannot be
Substituted forTradable It cannot be Traded
for VRIST
Historical conditions Often based on original opportunity
recognition e.g. locking up tangible resources
Causal ambiguity Causes of advantage poorly understood Often based on tacit components
Social complexity Many "moving parts" that interact Impossible to tell what each part does
Sources of Durable Advantage
Capabilities
"Sets of tightly integrated activities, skills, routines that rely on coordinated resources, creating value in a superior fashion."
Note connections with Value Chain.
Capabilities are Built from Extraordinary Resources
Improve new product development capability
Embed researchers in emerging nation communities to observe use & practices
Create more vital contacts upstream with suppliers and scientists
Results Enhanced opportunity recognition
and value creation capabilities
P&G's "Connect & Develop"
Finance, MIS, Legal Services
Human Resource Management
Research & Development
Procurement
Inp
uts
Op
era
tio
ns
Dis
trib
uti
on
Ma
rket
ing
&
Sal
es
Se
rvic
e
Raw Materials
Suppliers
Distribution
Customers
50,000 R&D workersin 300 suppliers
70 technologyentrepreneurs
Connections are valuable, rare, inimitable, non-substitutable, non-tradable
V R I S T
P&G's "Connect & Develop"
Develop list of resources and capabilities Tough to identify intangibles at the core Probe deeper: "What is the cause of this
outcome?"
Use VRIST framework to assess truly extraordinary resources & capabilities
Develop plans to leverage extraordinary resources & capabilities
Evaluate the relevance of extraordinary resources to industry Key Success Factors
Conducting a Resource Analysis