Week 3 Internal analysis blackboard.ppt

PORTERS SUSTAINABLE COMPETITIVE ADVANTAGE MODEL Resources Can be classified in a number of ways e.g. Strengths weaknesses of firm (Wernerfelt, 1984) Stocks of available factors owned or controlled by firm (Amit Shoemaker, 1993) Bundle of assets, capabilities, organisational processes, firm attributes, information knowledge (Barney, 1991) Organisational assets capabilities i.e. bundles of skills/collective learning (Day, 1994) Resources = Assets Capabilities (see Hooley et al, 1998, p.101) Assets can be 有形无形 Tangible e.g. store locations, facilities and equipment, technology, customer database, cash in hand, people Intangible e.g. brand reputation, credit rating, relationships with distributors, quality of people, productivity, procedures/systems Contribute to adding value – inputs-process-outputs Capabilities Synergy between assets and the firm’s ability to deploy these effectively协同 Enable the firm to create and exploit external opportunities and develop sustained advantages Firm’s capabilities are increasingly being derived not from physical assets but an ability to derive value from knowledge etc. Increasingly about people Hooley et al (1998) classified capabilities as Strategic i.e. market sensing, targeting positioning Functional i.e. CRM, customer access, product management, NPD Operational i.e. implementation of marketing activities Core Competences (Prahalad Hamel, 1990) The underlying skills, technologies competences that can be combined in different ways to create the next generation of products and services i.e. skills, knowledge, abilities Can be individual, group or corporate-level Manage and control to create value and Competitive Advantage Current and new – as current ones are eroded Important to identify those that are core and those that are just competences. A core competence: Provides potential access to markets Makes a significant contribution to the benefits derived by the customer from using product/service Should be difficult for